SUPERVISING SUBORDINATES IN A WORKHOP

LEADERSHIP STYLE
INTRODUCTION
The key factor behind the success of any organization is the quality of leadership exhibited to
the employees, that motivates them to do better

DEFFINTION: Leadership is an art of motivating a group of people to act towards achieving

a common goal.

TYPES OF LEADERSHIP STYLE

Leadership style is the manner and approach of providing direction, implementing plans, and
motivating people.
1. AUTOCRATIC LEADERSHIP: Is a classical approach where manager retains as
much power and decision-making authority as possible which means all the power have
been retained only with the managers and in this approach, manager does not consult
with staff and staff bound to obey orders without any kind of explanation. This approach
is asset of reward and punishment.
The subtype of autocratic management style is Authoritative, persuasive, and
paternalistic style.

APPLICATION
This style is good when any new employee comes into an organization and does not know
what task to do and what procedures should be followed.

2. BUREAUCRATIC LEADERSHIP: This leadership style is followed by certain rules

or standards which has been set already. In this style everything is done accordingly to
ensure safety and accuracy.

APPLICATION
We can find this style where the situation of work is bit dangerous and specific sets of
procedures are compulsory to make sure and safety.
This style is useful when staff is performing the routine task again and again but should not be
used when employee’s habit cannot be changed

3. DEMOCRATIC LEADERSHIP: This style is also known as participative. Leaders

with participative style include one or more of their subordinates in the decision-making
process such as what exactly needs to be done. This is good way of increasing
employee’s motivation and if used properly always have positive effects of the
organization.
APPLICATION
This style is best where the leader knows only about a part of problem needs further
information in order to decide how to solve it.
This style should not be used when leaders want to keep staff informed about matters which
affects them and want to share decision making and problem solving by staff.

4. AUTHORITATIVE STYLE:
 In this manager dictate exactly what they require their subordinates to do and punish
those who do not comply.
 Employees are expected to follow orders.

Prons cons
Allows quick decision making An increase in the dissatisfaction of
employee.
Create clearly defined roles and Employees engagement is not
expectations mentality clear involved
Production will increase but only when the Innovation is stifled and inefficient
manager is present processes will remain in place.
Setting clear and solid expectation can allow
workers to operate without uncertainty

5. LAISSEZ FAIRE: Laissez- Faire is known as hand –off style where manager provides
a very little or no directions and maximum freedom is given to staff. All authority given
to the staff and they determine goals, resolve problem and make decision on their own.

APPLICATION
The effective use of this style is when staff is highly skilled experience and educated. When
staff have capacity to the work done successfully by their own, when staff is trustworthy and
fully competent to perform tasks. This style should not be used in the absence of manager
when staff feels insecurity.

6. COACHING LEADERSHIP: Leaders focus on helping others staff I developing their

skills and abilities. The coaching leaders works closely with the other staff in order to
make sure that they have all the required skills to carry out the job. This style is best
where all the people already understand their weaknesses and are receptive to all the
ideas for improvement.
 7. AFFILIATIVE LEADERSHIP: This style is most effective in boosting the team
moral and motivation, by giving the employees a sense of recognition and affiliation in
the process of decision making. This is most same as democratic style of management
but relies more on praising and appreciating the hardworking staff, unfortunately, poor
performance may also go without reprimand.

8. COERCIVE LEADERSHIP: This style of leadership is based in the concept of

command and control where the leader command s and subordinates only follow the
order This style can be damaging sometimes as it causes decrease in the motivation level
of the employees.

APPLICATION
This is most effective where the company needs a complete changeover regarding its culture
and during disaster or dealing with underperforming employee –usually as a last resort.

MANAGEMENT
Management is a set of principles which relate to the various functions such as planning,
organizing, staffing, directing, coordinating, controlling etc which are helpful in
achieving organization goals or is the act of getting people together to accomplish
desired goals and objective using available resources.

MANAGEMENT STYLE
A management style is a way in which a manager works to fulfill their goal.
Management style includes the way that a manager plans, organizes, make decisions,
delegates and manages their staff.

DIFFERENCE BETWEEN LEADER AND MANAGER

Manager: Is a person who leads a particular team and influences its team members to
perform well and achieve the goal.
Manager: A person who manages the organization or project by planning, giving
direction, maintaining, coordinating and control

Boss: Is someone who is the owner of the business or is appointed by the owner as an in charge
of the workplace
 BOSS VS. LEADER
SN BOSS LEADER
1 manages their employee Motivates and help them to reach the
goal
Already knows it all Is open to learn new ideas
Dictate Collaborate
Keeps a watchful eye Empower people
Puts the blame on other Takes the blame
Make an example out of people Sets example

MANAGEMENT FUNCTIONS
1. Controlling: The function of management which helps to seek planned result from the
subordinates, manager, and all level of an organization. The controlling function helps
in measuring the progress towards the organization goals.

2. Coordinating: A process of organize, direct and lead member of staff to work together
for the purpose of completing the organization objective.” Coordinator” is a person
whose job is to organize events or activities and to negotiate with other in order to ensure
they work together effectively.

3. Directing: Refers to process or techniques, guiding, inspiring, counselling, overseeing

and leading people towards the accomplishment of organization goal. It is a continuous
managerial process that goes on throughout the life of the organization.

4. Record keeping: Refers to all documentation about the organization such as production
resources, human resources, facilities, production implementation, maintenance
implementation and other legal documents relating to the organization.

DIFFERENCE BETWEEN AUTHORITY AND RESPONSIBILITY

One of the objectives of the management is to establish a sound organization structure and to
do this effectively, the authority and responsibility should be created i.e Who is accountable
to whom? Who are superior and subordinate?

AUTHORITY
We define ‘authority’ as the legal and formal right of the manager or supervisor or any of the
top-level executives, of the organization to command subordinates, give them orders,
instructions and directives

TYPES OF AUTHORITY
1.Official authority: The authority which gives the manager power to command his
subordinate in an organization
2.Personal authority: It indicates the ability by which a person influences the behaviour of
other persons in an organization

RESPONSIBILITY: Is the obligation of an individual, whether a manager or any other

employee of the organization assigned to carry out the task or duty.

SN AUTHORITY RESPONSIBILITY
1 Refers to the power or right attached to a Denote duty or obligation
particular job or designation to give orders to undertake or
enforce rules, and make decisions accomplish a task
successfully, assigned by
the senior
2 Legal rights to issue orders Corollary of authority
3 Ability to give orders Ability to follow order
4 communication is down ward Communication is
upwards
5 Make decision and implement Execute duties assigned by
superior
6 Continues for long time End as soon as the task is
accomplished

ORGANIZATION CHART
A diagram that shows the structure of an organization and the relationship and relative ranks
of its parts and position /job.
 DELEGATING WORK
INTRODUCTION
Delegation is vital (most needed or necessary) management skill but some its the hardest to
put into practice.

Delegation: refers to the transfer of responsibilities for specific task from one person to
another. From the management perspective delegation occurs when manager assigns specific
task to their employee.

HOW TO DELEGATE TASK EFFECTIVELY

A Delegator should do the following:
1. Know what to delegate. Not every task can be delegated. For example, performance
reviews or any personal matters should be handled by you.
2. Choose the right person for the job.
3. Provide the right instruction.
4. Provide enough resources.
5. Provide full responsibility and authority.
6. Check the work and provide the feedback.
7. Establish a clear communication channel.
8. Say thank you or give credit where the work completed properly.

WHY IT IS IMPORTANT TO DELIGATE

 Empowers your team
 Builds trust, open communication, and engagement among the members.
 Assists with professional development.
 Stimulate creativity and develop skills in your team.
 To seek another qualified person making the decision.
 To develop someone else’s ability to handle the additional assignment.

WHY SOME PEOPLE DO NOT WANT TO DELEGATE

There are several reasons why manager may shy away from delegating work.
i. Think it would take long time to explain the task than actually completing it themselves.
ii. Feel quilt about adding more work into another employee.
iii. Lack of confidence.
iv. Lack of trust in who they need to transfer the task.
v. Believed the they are the only ones who can do the right job.
vi. Fear that works done by team members won’t meet their standards.
vii. Loss of control. Many people believes that they can do the job more effectively than
others
EFFECTIVE DELEGATION SKILL
Successful managers are the ones who know exactly:
 What to delegate
 Who to delegate
 How to delegate

PROCESS OF DELEGATING
a) Delegator: Ensuring that a task and appropriate employee have been selected.
b) The task assigned: The subordinate assigned the task; the task should not include those
which are a traditional part of their role.
c) Allocate the duties: The delegator communicates to their subordinate the task which is
to be performed. Resources are provided and time limit is informed.
d) Delegating authority: The required authority is granted to the employee or subordinate
when the task is delegated.
e) Creation of accountability: Meaning that subordinate must be answerable for the task
which they have been authorized to carry out.

ADVANTAGES OF DELEGATING
Delegation of task to others offers the following benefits
 Gives you the time and ability to focus on higher level tasks.
 Gives others the ability to learn and develop new skills.
 Develops trust between workers and improves communication.
 Improves efficiency, productivity, and time management.