He is a person created by the formal structure, enjoys organisational authority and is accountable to those who have elected him in a formal way. The subordinates become dependent upon the leader. 3. An organisation can make effective use of informal leaders to strengthen the formal leadership. So leadership can't be simply evaluated on its utilitarian outcomes. Stogdill has rightly remarked that there are almost as many definitions of leadership as there are people who have tried to define it. The managerial grid is useful for identifying various combinations of leadership styles. Content Guidelines 2. This style of leadership is based upon sentiments and emotions of people. Subordinates feel free to discuss the job and their problems with their superiors. At that time, the leadership or change agent role of Extension educators involved breaking through the barriers of rural is… Informal leaders are created to satisfy those needs which are not satisfied by the formal leaders. He can prove effective only when he can act as the true guardian of the interests of the subordinates. It is characterised by the use of the principle of supportive relationships and group methods of supervision. Copyright 10. System 3 management is described as ‘participative’ ; managers in this system have substantial but not complete confidence and trust in subordinates, still wish to keep control of decisions, usually get ideas and opinions of subordinates, motivate people with rewards and occasional punishment and permit both upward and downward communication. 5. Effective leadership does not always have to … Every leader develops a pattern in the way he handles his subordinates or followers in various situations. It also depends upon the types of followers and the conditions prevailing in an organisation. They derive authority from the people who are under their influence. Nature vs nurture: can you learn to be a successful leader? The second function of a leader is to create and shape the organisation on scientific lines by assigning roles appropriate to individual abilities with the view to make its various components to operate sensitively towards the achievement of enterprise goals. The informal leaders have only one task to perform, i.e., to help their followers in achieving their individual and group goals. 0 It exists only with followers. The leader provides help only when required by his subordinates otherwise he does not interfere in their work. But it may not work under all situations with all the workers and under all situations. Leadership styles do change under different circumstances. The subordinates are allowed to participate in decisions involving their lives. 6. To be a successful leader, a manager must possess the qualities of foresight, drive, initiative, self-confidence and personal integrity. Rensis Likert was the Director of Michigan Institute of Social Research, U.S.A. The leaders of this style have medium concern for both people and production and try to maintain a balance in the two. He interprets the policies and programmes of the management to this subordinate and represent the subordinates’ interests before the management. “Work accomplishment is from committed people, interdependence through a common stake in organisation purpose leads to relationships of trust and respect.” As shown in the grid at 9.9, the leaders having high concern for production as well as people fall under this style. Leader does not have full confidence in them. Leadership style based on official Recognition/Relationship: From the view point of official recognition from top management, leaders may be classified as under: A formal leader is one who is formally appointed or elected to direct and control the activities of the subordinates. It is the lifting of man’s visions to higher sights, the raising of man’s personality beyond its normal limitations.”— Peter Drucker. According to this theory, the most effective leaders are those that are able to adapt their style to the situation and look at cues such as the type of task, the nature of the group, and other factors that might contribute to getting th… Before publishing your articles on this site, please read the following pages: 1. Managers in this system have complete confidence and trust in subordinates in all matters, always ask subordinates for ideas and opinions and always try to make constructive use of them, encourage decision-making throughout the organisation, and reward people in economic terms. Different situations may demand different types of leadership. h�bbd``b`v@���`� +�� V�x $XV��� ��XH�6�dw�Ĕ��h���R�Hp��9���rA����K}0 6sJ According to their attitude and behaviour patterns leaders are classified as under: 1. “Leadership is the exercise of authority and making of decisions.” —Dubin, R. “Leadership is the ability to secure desirable actions from a group of followers voluntarily, without the use of coercion.”—Allford and Beaty. “Leadership is the initiation of acts which result in insistent pattern of group interaction directed towards the solution of mutual problem.” —Hemphill, J.K. “Leadership is a process of influence on a group in a particular situation at a given point of time, and in a specific set of circumstances that stimulates people to strive willingly to attain organisational objectives and satisfaction with the type of leadership provided.”—Jame J. Cribbin.