CHAPTER 1 :

Lesson 4. Police
Administration & Management
What is Administration? It refers to the general managing and
organizing that occurs at the highest level of an organization. It
entails the establishment of the department's overall purposes or
mission as well as the establishment of policies and procedures
which serve as guideposts for the department to achieve its
overall purposes.

What is Police Administration? It means managing and

organizing the police or policing. Relatively, the person that
manages the police is called as Police Administrator or Police
Manager
Police Administrator or Police Manager. The primary concerns of
police administration are:
1. the performance of management duties within police departments; and
2. the implementation of policies and programs related to crime, disorder
and public safety

What is Police Organization? For purposes of this textbook, it refers to

an entity or institution with hierarchal structure formed to achieve a
common goal [maintenance law and order, ensuring public safety, and
protection of life and property] or perform any of kinds law enforcement
function, policing activities, and the like. The police being referred herein is
the Philippine National Police.
Police Organization According to Function
1. Line. It refers to those police personnel who perform
fundamental police activities or supervise them.
2. Staff. It refers to police personnel who help line personnel by
providing support or assistance.

Types of Organizational Structures

1. Line/Military. It is the oldest, simplest, and clearest form of

organizational Structure. Authority flows from the top to the
bottom in a clear and unbroken line called “scalar chain,"wherein
all operations and functions are included
2. Line and Staff. It refers to the addition of support staff, which gives
advice and assistance to the line in carrying out its objectives.
3. Functional. This modified line and staff strucure are modified by
delegating management authority to personnel outside the normal span of
control.
4. Matrix. It is the process of assigning personnel from functional areas such
as patrol, detectives support services,etc., to specific projects (task forces),
crime-specific problems, and/or internal security.

Police Organization and Police Management

THE ORGANIZATIONAL CHART. A graphic view of the organization's

general structure of work and work relationships.
Uses of Organizational Chart:
1. To understand the command relationships;
2. To better understand roles and position in the organization and
3. As training aid of the personnel.

ORGANIZATIONAL STRUCTURE. A mechanical method indicates

the relationships between th various workers, workgroups, and
functions within an organization.
What is Organization in Police Administration? Organization, the
first component within administration, refers to structuring and
staffing, or the placing of people in the department. Organization
should be accomplished in a manner
that facilitates the working relationship of a personnel and goal
attainment. Organization corresponds to the bones that structure or
give form to the body.
The placement of bones and the manner in which they are put
together determines the effectiveness of the body's performance. It
[police] must be structured properly so it be effective in fulfilling its
many, diverse goals (see figure 1).

PRINCIPLES OF ORGANIZATION APPLICABLE TO LAW

ENFORCEMENT ORGANIZATION

1. Division of Work. According to some logical plan, it is an

apportioning of works or tasks among the various units or groups.
2. Delineation of Responsibility. It refers to the lines of authority,
and responsibility should be made as definite and direct as possible so
that responsibility may properly be fixed and duplication avoided.
3. Span of Control. It is the extent of direction, coordination, and
control over immediate subordinates. The span of control over
personnel or units shall not be more than what he can effectively direct
and coordinate.
4. Unity of Command. Each individual, unit, or situation shall be
under the immediate control of one and only one person.
5. Chain of Command. It refers to a line or chain of superiors from
top to bottom.
6. Delegation of Authority. It is thedivision of tasks of command
among the officers of the various units.
7. Integration and Coordination. It is the efforts of the different
units that must be coordinated and integrated to accomplish
harmonious progress towards the primary objectives of the office.
8. Command Responsibility. It means the commander is directly
responsible for any act or omission of his subordinates concerning the
performance of their official duties.
9. Principle of Hierarchy. It requires that a higher level supervises
each lower level in the organization.
Police Administration. It refers to the police organization's direction
or a part of it. Thus, and the use of its resources in such a manner to
carry out its functions efficiently. It is the general managing and
organizing that occurs at the highest levels of an organization.

Police Management. It is an act, art, or manner of administering,

controlling or conducting a police unit or organization. The second
component within the administration deals with the administrators,
middle managers,and supervisors' processes to give an organization
direction and influence people to work toward organizational goals.
What is Management in Police Administration? Management,
the second component within administration, refers to the
processes administrators use to give an organization direction and
to influence people to work toward organizational goals. It is the
action taken by administrators to implement decisions and policies.
Organization and management are related in a way that
department's organization directly affects the management style
used by commanders and supervisors. A manager-in making
decision, leading, or commandingis restricted by the structure of
the department in terms of the number of subordinates, amount of
authority, and type and degree of responsibility.
 Management consists of those activities which are designed to
induce cooperation and facilitate work. Managers are involved in
activities such as decision making, planning, providing direction,
leading, communicating, and motivating.

Two General Aspect of Management

1. Organizational Maintenance. It refers to those administrative
activities that maintain the department's ability to respond to public
needs. Organizational maintenance includes activities such as staffing,
training and organizational development. These activities enable the
department to be in a better position to respond to any need,
situation, or crisis.
2. Adaptation. It refers to the fact that public expectations and
needs are constantly changing, requiring the department to
change or adapt to these changes. If a community is confronted
with an increase in gang violence, the department must be able
to react to this new threat. The effective administrator is an
understanding visionary who is able to realize community needs
and steer the department toward those identified ends.
Simultaneously, the effective police administrator manages the
department so that it accomplishes goals and provides employees
with a fulfilling work environment.
Interaction between Environment and Organization
System theory provides a good understanding of the interaction
between the environment and an organization. A system is a
"collection of objects united by some form of regular interaction and
interdependence." System theory defines two categories of system,
closed systems and open systems. Each can serve a philosophical basis
for understanding how administration relates to the environment.

1. Closed Systems. It connotes a managerial philosophy whereby

planning, decision making, and day-to-day operations are conducted
without regard to the environment.
The values, priorities, and opinions held by people within the
organization, and too often by only those at the top, provide the
guidance for administration when the closed system philosophy
predominates.
2. Open Systems. Managers adhering to the opensystem
philosophy, on the other hand, view the organization as being
involved in dynamic interaction with the environment. This
philosophy is based on the perspective that the environment affects
the organization;the action of one institution in the environment
will, to some degree, affect the action of other institutions in the
environment. Open-systems managers react to changes in the
environment and balance the action of the organization with the
environmental situation.
Management Level Roles
Management roles in the law enforcement or police organization
resemble a military structure with the following management
levels:

Administrators(Chief,Assistant Chief, Majors);

Commanders or midlevel managers (captains,lieutenants); and
Supervisors (sergeants)
These roles, however, are changing; managers are no longer
considered taskmasters-concerned solely with work. It changes
into two types:people and task orientation; and mission and goal
orientation,Likewise, managers clarify tasks and guide the
employees to function effectively. The depth of involvement gives
each a distinct orientation.

How Law Enforcement/Police Organizations Differ From

Other Organizations
1. Police organizations differ from all other organizations because
only the police possess legitimate arrest power and authority
within our society. This responsibility results in police officers
performing a variety of tasks and meeting the need for services
continuously.
2. Public organizations exist within a political environment.
3. It has no profit motive, and it is involved in providing services as
opposed to goods.
4. The existence of bureaucratic governmental rules and regulations
stymies creativity and flexibility.
5. It has limited, inflexible resources.
6. It must answer to its many and diverse citizens.
7. It is service-oriented and thus faces five virtually nonexistent
problems in the manufacturing sector, such as: provides an intangible
product; built-in flexibility for responding to differing service needs; a
higher degree of customer
participation;distinguishedbytiming;andislabor-intensive.
8. Requires a distinctive management style.
Management Theories

Frederick Taylor's Four Principles of Scientific Management (1911)

1. Science, not the rule of thumb. Replace working by “rule of thumb,”

or simple habit, and common sense, and instead use the scientific method
to study work and determine the most efficient way to perform specific
tasks.
2. Harmony, not discord. There must be a coordination of the activities
of the employees and not discord. Rather than simply assign workers to
just any job, match workers to their jobs based on capability and
motivation, and train them to work at maximum efficiency.
3. Cooperation, not individualism. There should be an
environment of cooperation in the organization, of mutual interest.
Monitor worker performance, and provide instructions and
supervision to ensure that they're using the most efficient ways of
working.
4. Development of every person to his greatest efficiency.
Motivation is to be provided to greatest efficiency to every
member of the organization. Allocate the work between managers
and workers so that the managers spend their time planning and
training, allowing the workers to perform their tasks efficiently

Note. Frederick Taylor is considered as the Father of Scientific

Management.
Henri Fayol's 5 Management Functions (1916)
1. Planning. A good plan of action should be flexible, continuous,
relevant and accurate, as it unifies the organization by focusing on
the nature, priorities and condition of the business, longer-term
predictions for the industry and economy, the intuitions of key
thinkers, and strategic sector analyses from specialist staff groups.
For effective planning, managers should be skilled in the art of
handling people, have considerable energy and a measure of moral
courage, have some continuity of tenure, be competent in the
specialized requirements of the business, have general business
experience and the ability to generate creative ideas.
2. Organizing. Organizing is as much about lines of
responsibility and authority as it is about communication flow and
the use of resources. Fayol lays down the following organization
duties for managers:
a. Ensure the plan is judiciously prepared and strictly carried out,
see that. Human and material structures are consistent with
objectives;
b. resources and general operating policies;
c. Set up a single guiding authority and establish lines of
communication throughout the organization;
d. harmonize activities and coordinate efforts, formulate clear
distinct and precise decisions;
e. arrange for efficient personnel selection;
f. define duties clearly;
g. encourage a liking for initiative and responsibility
h. offer fair and suitable recompense for services rendered, make
use of sanctions in cases of fault and error;
i. maintain discipline;
j. ensure that individual interests are subordinated to the general
interest
k. pay special attention to the authority of command;
l. supervise both material and human order
m. have everything under control; and
n. fight against an excess of regulations, red tape and paperwork.
3. Commanding. Managers who have command should:

a. gain a thorough knowledge of their personnel;

b. eliminate the incompetent (Fayol takes pains to point out that any
54 decision to separate with an employee should be the result of
careful thought, that the employee should have had fairly assigned
work for which (s)he was trained, that (s)he was fairly and objectively
appraised and honest feedback was provided, that (s)he had been
given every opportunity for additional training, offered guidance and
that, where possible, (s)he was re-assigned to alternative work. Fayol
also mentions procedures involving written warnings and protection
against bias and "inequities");
c. be well versed in the agreements between the business and its
employee’s;
d. set a good example;
e. conduct periodic audits of the organization;
f. bring together senior assistants to ensure unity of direction and focus
of efforts;
g. not become engrossed in detail;
h. aim at making energy, initiative, loyalty and unity prevail amongst staff.
4. Coordinating. Coordination involves determining the timing and
sequencing of activities so that they mesh properly, allocating the
appropriate proportions of resources, times and priority, and adapting
means to ends.
5. Controlling. Control: Controlling means:

a.checking that everything occurs according to the plan

adopted, the principles established and the instructions issued;
b. taking appropriate corrective action;
c. periodically checking for weaknesses, errors and deviations
from the www plan;
d. checking that the plan is kept up to date (it is not cast in
stone but adapts to changing developments)
Fayol's Principles of Management
1. Division of Work. Dividing work among the workforce helps
improve the quality of the overall product. Henri Fayol said that
specialization in work increases the productivity and improves
efficiency. Division of labor also leads to the specialization, accuracy,
and speed of the workers. This principle is applicable both in
managerial as well as technical work.
2. Authority and Responsibility. These two key things in
management work hand in hand. While authority enables the
management to delegate work, responsibility makes them accountable
for any work done under their leadership. Henri Fayol said that the
power of authority accompanying responsibility gives the management
the right to order subordinates along with a duty to be liable for acts of
their subordinates.
3. Discipline. This third principle propagated by Henri Fayol is one of
the core values in any system. Good behavior and civilized interactions
make the management work smoothly and efficiently. Good conduct by
employees also helps them smoothly progress in their careers.
4. Unity of Command. It basically means following a chain of
command. A. person should ideally answer to just one boss. If an
employee is given work from more than one boss, there arises a
conflict of interest. This can lead to confusion among the employees
and hard to pin accountability.
5. Unity of Direction. There must be a unified goal; this principle is
crucial as it incorporates the idea of a workforce working a singular
direction with a unified aim. The responsibility of planning falls on
the manager and he also must monitor the progress towards said goal.
6. Subordination of Individual Interest. This emphasizes the
standard rule for any organization is the work on the collective interest
of the organization as a whole rather than personal interest of an
individual. This principle states that the interest of an individual will be
subordinate to the objectives of the organization.
7. Remuneration. Remuneration in an organization plays as a
motivational force that keeps the employees fueled to do well. This
remuneration should be in tandem with the efforts that they put in.
Remuneration may be monetary or non-monetary. At the end, the
employeemust feel that he is appropriately rewarded for his efforts.
8. Centralization. Depending on the size of the organization, it is
important that the power is centralized to an extent that the decision
making is judicious at all levels and not arbitrary. This will also depend
on the size of the organization. Henri Fayol said that there must be a
balance in the hierarchy and division of power.
9. Scalar Chain. Henri Fayol talks about a clear line of hierarchy from
the top rung to the lowest. So that every employee knows his/her
immediate senior in the times of conflict or crisis. But also, the
employee must be able to contact any person in the hierarchy without
hesitation during a time of crisis.
10. Order. There must be a proper defined order maintained at the
work premises so that it makes for a conducive work environment. The
right environment in the place of work will boost productivity.
11. Equity. Employees should be treated with equality and respect.
This is among the core values of management. It will fall on the
manager to ensure that there is no discrimination of any kind
happening in the workplace.
12. Stability. An employee is able to deliver better when he is
secure in his job. It is the duty of the management to offer job
security to their employees along with a promise of growth.
Minimizing employee turnover is important and beneficial to the
management as well.
13. Initiative. The management must encourage its employees to
take initiatives in the organization. It will make them feel valued
and develop their interest.
14. Esprit de Corps (Camaraderie). This is one of the core
principles a management must ensure; that the team remains
constantly motivated and is cooperative with each other. It is very
important to develop mutual trust among employees as it leads to a
positive work environment.
Note: Henry Fayol is a Father of Modern Management. Fayol's
research output was based on his personal experience while Taylor's
output was based on his observation and experimentation
Luther Gulick's Principles of Organization (1937)

1. Division of Work. Luther Gulick considers division of work as the

foundation of the organization and the reason to form it. Other
compelling reasons of work division are the following:
a. Human Nature. Men differ in nature, capacity and skill, and gain
greatly in dexterity by specialization.
b. Time. The same man cannot be at two places at the same time.
c. Space. The range of knowledge and skill is so great that a man
cannot within his life-span know more than a small fraction of it.
Limits of Division. There are three clear limitations in which the
division of labor cannot go to advantage:
a. The volume of work involves in man-hours. This is about the
working hours of a worker in an organization whether part-time or
full-time.
b. The technology and custom at a given time and place. In a
church for example, custody and cleaning is by custom the work of
the sexton.
c. The subdivision of work must not pass beyond physical division
into organic division. In the case of a cow, you cannot let front half
of the body to be in the pasture grazing and the other half in the
barn being. milked.
The Whole and the Parts. It is axiomatic that the whole is equal to the sum
of its parts. In dividing up any "whole", be certain that every part, including
unseen elements and relationships, is accounted for. Letting only one man to
do all the work will just be a menace. The more the work is subdivided, the
greater is the need of overall supervision and co-ordination. Co-ordination
must be won by intelligent, vigorous, persistent and organized effort.

2. Coordination of Work. This can be achieved in two ways:

a. By organization. By interrelating the subdivisions of work by allotting

them to men who are placed in a structure of authority, so that the work may
be coordinated by orders of superiors to subordinates, reaching from top to the
bottom of the entire enterprise.
b. By dominance of an idea. This requires the development of intelligent
singleness of purpose in the minds and wills of those who are working
together as a group, so that each worker will of his own accord fit his task
into the whole with skill and enthusiasm.

3. Span of Control. The span of control depends on the element of

diversification of function, element of time, and element of space. The
number of subordinates is determined by the nature of the work, the nature
of the executive, and the size and function of the organization.

4. One Master. "A man cannot serve two masters" is considered a

theological argument because it was already accepted as a principle of
human relation in everyday life. In administration, the principle of unity of
command will prove that a workman subject to order from
several superiors will be confused, inefficient, and irresponsible;
but a workman subject to orders from one superior may be
methodical, efficient, and responsible. Unity of command refers
to those who are commanded, not to those who issue the
commands.

5. Technical Efficiency. One efficient concept for this is the

principle of homogeneity (similarity). The group must be unified
by the work they perform, the processes they utilize, and should
have the same purpose. In single unit work divisions, which are
non-homogeneous in work, in technology, or in purpose will
encounter danger of friction and inefficiency. In the same
manner, a unit based on a given specialization cannot be given
technical direction by a layman.
6. Cavemus Expertum. This means that technical experts,
sometimes, assume knowledge and authority in fields where they
have no competence. Professionals consider themselves as
having the profound sense of omniscience but they have their
limitations. The true place of experts is "on tap, not on top." That
efficiency will besecured more through the use of technical
specialists to establish control but not to do supervisory control.
A government which ignores the conditions of efficiencycannot
expect to achieve efficiency.
Luther Gulick's Responsibilities of Police Administrators
[POSDCORB]

1. Planning. It is the determination of what is to be accomplished

(goals) and how it is to be accomplished.
2. Organizing. It is the application of the organizational principles in
determining the department's formalorganization, including the chain
of command, job specialization, and how various units are coordinated.
3. Staffing. It is the personnel function, particularly focusing in
recruitment, training, placement, and promotion of competent,
qualified applicants.
4. Directing. It is where managers provide directions to employees in
terms of policies and orders.
5. Coordinating. It is the task of interrelating the numerous
competent units within the organization to ensure goal
accomplishment.
6. Reporting. It is the task of keeping everyone informed
regarding operations through verbal and written directives, records,
and inspection.
7. Budgeting. It is the task of fiscal planning, accounting, and
control to ensure that department has the resources necessary to
pursue goals and objectives.
Max Weber's Bureaucratic Form: Six Major Principles
1. A Formal Hierarchical Structure (Chain of Command). In a
bureaucratic organization, each level controls the level below it. Also,
the level above it controls it. A formal hierarchy is the basis of central
planning and centralized decision-making.
2. Rules-based Management (Strict observance of Rules and
Regulations). The organization uses rules to exert control. Therefore,
the lower levels seamlessly execute the decisions made at higher
levels.
3. Functional Specialty Organization (Specialization and Division
of Labor). Specialists do the work. Also, the organization divides
employees into units based on the type of work they do or the skills
they possess.
4. Up-focused or In-focused Mission. If the mission of the
organization is to serve the stockholders, board, or any other agency
that empowered it, then it is up-focused. On the other hand, if the
mission is to serve theorganization itself and those within it (like
generating profits, etc.), then it is in-focused.
5. Purposely Impersonal. Bureaucratic organizations treat all
employees equally. They also treat all customers equally and do not
allow individual differences to influence them.
6. Employment-based on Technical Qualifications (Selection and
Promotion Based on Qualifications). Selection as well as the promotion
of employees is based on technical qualifications and skills.
Herbert Simon's Proverbs of Administration (1946)
1. Specialization. Administrative efficiency is increased by a
specialization of the task among the group.
2. Unity of Command. Administrative efficiency is increased by
arranging the members of the group in a determinate hierarchy of
authority. This proverb requires that a subordinate should not have
multiple superiors from whom he receives orders. This is clear
enough.
3. Span of Control. Administrative efficiency is increased by
limiting the span of control, at any point in the hierarchy to a small
number.
4. Organization. Administrative efficiency is increased by
grouping the workers, for purposes of control, according to (a)
purpose, (b) process, (c) clientele, or (d) place.
Police Organization Theories
1. Traditionall Classical Organization. In connection to law or
enforcement, it adopts a quasi-military police model; a quasi-military
model is a hierarchical bureaucracy, stratified by formal rank, a body of
rigid rules, chain of command, and regimentation in which the work
process is valued more than the employees.[74] It is worth to note
that Sir Robert Peel conceptualized the civilian police with a military
bent.
Also, American policing that emerged in the mid19th century is a
quasi-military model orientated. The American police agencies issued
firearms, recruited largely from local communities, were heavily
decentralized with local control, and imposed residency requirements."
They were also replete with rank structures,
uniforms, insignias, and a morass of rules set inside a rank-driven
hierarchical organization fixated on rote process and compliance.

Note: The Traditional or Classical were based on the theories and

principles of Frederick Taylor (Scientific Management), Henri Fayol,
Luther Gulick, and Max Weber (Administrative Management). Also,
logically, the PNP started as a Classical police organization.

2. Neoclassical Organization. Neoclassical organization, on

management, is a behavior-based concept. It is also known as Human
Relations School but later on recognized as Behavior School of
Management.
Main Areas or Elements of Neoclassical School

1. Interpersonal Relations and Inter-group Behavior. These are

main determinants of employees' performance at work. Managerial
performance and group effectiveness depend on interpersonal skills of
a manager. He should maintain an amicable work climate through
healthy relations with employees, and should also ensure such
relations among employees.
2. Learning, Perception, Attitudes, and Personality. These are
used for analyzing while anthropology, sociology, social psychology,
and political science are used for analyzing group behavior.
c. Transactional Analysis and Ego States. These relate to the
study of different transactions and ego states to get meaningful
insights into human behavior.
d. Change and Conflict Management. These involve staying and
handling dynamics of change and conflict.
e. Group Dynamics and Informal Groups. These emphasize on
studying group forces and impacts of informal groups in organization.
f. Work Design and Organizational Climate. These indicate that
the proper design of organization and healthy climate contribute to job
satisfaction and performance improvement.
g. Directing Techniques. These include leadership, motivation,
communication and supervision; should be properly used to generate,
shape, modify, and maintain desirable human behavior.
Organizational Design of Neoclassical

a. Flat Structure. The scalar chain is shorter. Therefore,

communication and motivation are more effective.
b. Decentralization. A decentralized structure allows initiative
and autonomy at the lower levels.
c. Informal Organization. A formal organization represents
official channels of interactions.
In management, the key difference between classical and neo
classical theory is that the classical theory assumes that a worker's
satisfaction is based only on physical and economic needs, whereas
the neoclassical theory considers not only physical and economic
needs, but also the job satisfaction, and other social needs.
Note: Elton Mayo (Hathorne Experiments), Herbert Simon,
Douglas McGregor, E.J. Roethlisberger, Charis Argyris, P.F. Drucker,
Chester Barnard and others were among the chief exponents of the
Neoclassical school in management.
3. Modern Organizational Theories: System and Contingency

a. Systemm Theory (Closed System). System theory focuses on the

internal environment and the subsystems of the organization. Mainly,
it considers the interdependence and interaction among sub-systems.
Moreover, depending on the expectations of the organization, the
interaction between organization and environment constantly change.
A systematic approach treats all organizations in the same way.
Further, this approach provides a theoretical model for the
organization, as well as its various subsystems. However, it doesn't
downgrade any of the classical management principles in which
the target industry commonly function. Lack of universality and
abstract approach are considered as limitations of systems theory.

b. Contingency Theory (Open System). Contingency theory acts

as an addition to system theory as it considers the relationship
between organization and external environment to fill the lapses
of system theory. The theory states that there is no specific
managerial action or organizational design that suits all situations.
In fact, it is the situation that determines the design, as well as
the managerial decision. In other words, it is contingent on the
situation. Hence, the best course of action is dependent or liable
on internal and external conditions.
Difference System Theory Between and Contingency
Theory

The key difference between system theory and contingency theory

is that the system theory deals with the internal dynamics of the
organization, whereas the contingency theory deals with external
determinants of the organization's structure and behavior. Besides,
the systems theory discusses the universal principles for application
in all situations. On the contrary, the contingency organizational
theory works on the remedy, which says that 'it all depends.'
Moreover, the contingency theory offers clearer a understanding of
the relationship between different variables of the environment.
Also, this theory is performance-oriented and directed towards the
application of the system theory's concepts.
Leadership Styles

Leadership styles refer to the various approaches undertaken by management

personnel for motivating their subordinates while trying to achieve a common
goal. They are as follows:

1. Authoritarian or Autocratic Leadership Style. Under this form of

leadership, the manager exercises supreme control over his subordinates. He
is the ultimate decision maker and believes in centralization of power. All his
calls are taken without considering the views of his subordinates who are
coerced and commanded to follow his orders. Such a type of manager never
delegates authority to anyone and is in complete awe of the power conferred
upon him. Employees who follow his orders are rewarded while the ones who
deviate from the same face hefty penalties.
Advantages
a. Strongly motivates and satisfies the leader dictating the terms.
b. Helps in quick decision making.
c. Can yield positive results in scenarios requiring prompt action.
d. Less competent subordinates fill up the lower levels.

Disadvantages
a. Leads to low morale, frustration and even conflict amongst
subordinates.
b. Complete potential and creative flair of employees remain
unutilized.
c. Subordinates often tend to evade responsibility.
d. Employees do not get an opportunity for development which in
turn threatens the continuity of the business in the absence of a
leader.

2. Participative or Democratic Style of Leadership. Such a

type of manager pays supreme importance to his subordinates by
encouraging their participation in the decision-making process. He
believes in the decentralization of power and proceeds with a
particular decision once it receives the ascent of his employees.
The subordinates are kept adequately informed about the various
matters which might affect their interest. Ademocratic leader offers
his employees with ultimate freedom of expression and thought.
Advantages

a. The contribution of followers multiplies the ability of a leader.

b. Morale of subordinates and their level of job satisfaction
improves through consultative leadership style.
c. Substantial reduction in labor turnover and absenteeism.
d. Employees develop a positive outlook towards their leader
which in turn diminishes resistance to change.
e. Mass participation improves the decision quality.
Disadvantages

a. This leadership style is very time consuming and might lead to

unnecessary delay in the decisionmaking process.
b. Managers might make use of the same as a means of abdicating
responsibility.
c. Requires adequate persuasion and communication skills of the
leader.
d. Followers interpret this consultation as the leader's sign of
incompetence while dealing with problems.
3. Laissez-fair or Free-Reign Form of Leadership. Under this
leadership style, the manager delegates the authority completely to his
subordinates thus empowering them to take the decision. Such a
manager actually relinquishes his position and believes in equal
distributionof power. The leader provides his subordinates
withnecessary resources and serves as a point of contact.

Advantages
a. Maximizes the scope of development of subordinates.
b. Brings a positive effect on the morale of subordinates as well as
their level of job satisfaction.
Disadvantages
a. Subordinates do not actually receive the support and guidance
of their leader.
b. Employees might even ignore the contribution of their leader at
times.
c. The interest of subordinates might not be in harmony with that
of the organization as a whole.
Key to Leadership Effectiveness
1. Personality. Successful leaders have a pleasing personality.
Personality is the sum of physical, mental, and social qualities.
Personality is the only characteristic of a good leader to influence the
subordinates.
2. Human Skills. The human skills refer to interpersonal skills. The
leader must understand the feelings, emotions, and expectations of
the subordinates. Such knowledge would enable the leader to develop
interpersonal relationships with the subordinates, which are vital in any
organization.
3. Communication Skills. Effective leaders are good communicators.
Effective communication in three critical areas is the key to win trust
and confidence of the subordinates.
4. Administrative Skills. Leadership should be administered as
required to undertake management functions such as planning,
organizing, directing and controlling.
5. Decision Making. Leadership effectiveness helps leaders in
effective decision making. There is a need to identify the problems.
Accordingly, alternation solutions must be listed. After analyzing the
cost-benefit of every alternative. solution, the leaders need to select
the best solution to solve the problem.
6. Conceptual. Leadership should be conceptual as it helps to
visualize and analyze problems or situations. A top-level leader
considers a long-term perspective. They need to handle difficult or
complex situations.
7. Innovations. Leadership should bring in innovation in an
organization. Innovation should be creative. Therefore, the leader
should have the imagination to develop new ideas or to handle
activities or situations. A good subordinate expects the leader to be
innovative.
8. Initiative. The quality of leadership should be initiated, as the
leader should be initiated. Effective leadership can take place only
when the leader is at the position to do the right things at the right
time without being reminded. The decision should be taken without
causing delay and inconvenience to others. Therefore, the leader
should initiate the subordinates as well.
9. Intelligence. An intelligent leader is efficient enough to make
decisions and to deal with people. There is a need to have intellectual
intelligence and emotional intelligence. This would enable leaders of
taking the right decisions not only in the interest of the organization
but also in the interest of employees.
10. Ethics and Values. Leadership effectiveness also involves ethics
and values. There shouldn't be any kind of cheating or manipulation. It
is important to have honesty, integrity, compassion, and courage
among the leaders.
11. Respect and Trust. People are naturally drawn to leaders whom
they trust and respect. Fear and control based leadership could get
some followers in the shortterm, but such coercive leaders will not
earn the loyalty of subordinates. To build a loyal team, a leader must
be trustworthy.
12. Delegation. One cannot do everything. The leader needs to
delegate tasks effectively. The leader needs to know each member's
strengths and weaknesses anddelegate responsibilities accordingly.
This would make the team members feel appreciated and
recognized.
13. Appreciation. A leader should value each team member and
should make each member feel valued. Each member of the team
feels his/her role is important and appreciated. Praise in public and
criticize in private.
14. Handling Success and Failures. It is very important that a
great leader should know how to handle each success and failure.
Celebrate the successes. At the same time, the leader should learn
from the failures. Remember- whenever there is a success; attribute
it to the entire team. When the team faces a failure, accept
responsibility for the failure.[82]
Leadership Qualities Shaping the Path of Success
1. Honesty and Integrity. A leader simply cannot expect honesty
out of his subordinates if he doesn’t follow the same path. For doing
this, leaders need to stick to their core beliefs and follow an ethical
path while dealing with employees.
2. Intelligence. This is an extremely important leadership quality as
the manager often needs to exercise scientific thinking while analyzing
a particular situation. In spite of possessing the same level of
knowledge as that of his subordinates, a leader is expected to show
greater intelligence while taking decisions. For this, he might
berequired to interpret various problems faced in a clear and accurate
manner before searching out a viable solution.
3. Physical Stamina. Apart from having a charmingpersonality, the
leader should also have a high level of physical agility. He is always
expected to be on his toes while dealing with daily affairs in a
dynamic manner. This leadership quality will reap good results once
themanager acts like a member of the group and steers his
subordinates towards the ultimate goals.
4. Confidence. This leadership quality can help managers in gaining
the respect of subordinates and boosting up their morale. To achieve
this, the leader needs to have conceptual knowledge on the subject
matter which in turn can assist him in making better decisions.
5. Empathy. Most managers abide by a dictatorial style of leadership
thus neglecting empathy in its entirety. This is why they fail to
establish a close connection with the employees. Empathy is an ideal
leadership quality which instigate the manager to understand the
problem faced by his subordinates.
6. Communication Skills. A leader needs to clearly communicate
his vision to the entire team. He should also share the strategy he
wishes to adopt for achieving a particular goal. Words hold the
power to spread confidence and motivation amongst subordinates
and a leader needs to exercise this opportunity to the fullest.
7. Flexibility. A leader needs to exercise openmindedness in his
operation by absorbing new ideas whenever required. He should
also be ready to alter his decision after considering the validity of
points presented by his subordinates.
 END OF
CHAPTER 1