Module 4: Directing and Communicating PDF

**[Module 4: DIRECTING AND COMMUNICATING]** Directing refers to instructing, guiding and overseeing the performance of the workers to **achieve the predetermined goals**. Directing helps to **create an appropriate work environment** that facilitates **efficient discharge of duties**. - It is Direc...

**[Module 4: DIRECTING AND COMMUNICATING]** Directing refers to instructing, guiding and overseeing the performance of the workers to **achieve the predetermined goals**. Directing helps to **create an appropriate work environment** that facilitates **efficient discharge of duties**. - It is Directing that initiates action. Directing is to related to dealing with human elements and is concerned with directing human efforts towards achieving organizational goals. Restricted to issuing orders or commanding as viewed by Fayol. Dale 'Direction is telling people what to do and seeing that they do it to the best of their ability. It includes making assignments, explaining procedures, seeing that mistakes are corrected, providing on-the-job instructions and of course, issuing orders" Who directs? -- part of management process. **[Nature of Directing]** **[1. Pervasive Function:]** Directing is required at every level in an organization. Every manager provides guidance and inspiration to his subordinates. It is to be performed from top level to lower level in the organization. **[2. Executive Function/Managerial Function:]** Directing is an **executive function**. The guidance and instructions are given by all managers and executive at all levels throughout the working of an organization. A subordinate always gets instructions from his superior only. **[3. Human Factor]**: - Directing function is **related with human beings**. It relates to guiding and inspiring subordinates. And since human behaviour is complex and unpredictable, Direction function becomes all the more important. **[4. Continuous Activity]**: - Directing is a continuous activity as it continues throughout the life of an organization. The mangers has to give direction to his subordinates, guide, motivate and supervise them continuously so that the desired goals can be achieved. **[5. Creative Activity:]** - Directing function helps in converting plans into performance. A manager needs to have a creative and innovative thinking so that he can guide and motivate his subordinates in such a way, that it leads to realization of organization objectives. Without directing, employees become inactive **[6. Flow from Top to Bottom Level]**: - Directing functions includes providing instructions to the subordinates. Directing flows from top to bottom. It starts with top level management and ends with subordinates at the lower level. **[7. Facilitates Co-ordination]**: - Directing brings harmony among employees and balance between all the activities of an organization. A good system of communication between the superior and his subordinates helps to improve coordination. Upwards communication helps a manager to understand the subordinates feelings. **[8. Dual Objective:]** - Direction helps to achieve dual objectives of an organization. On the one hand it aims at getting things done by the subordinates and on the other hand, it provides an opportunity to the managers to prove their leadership qualities. **[9. Psychological Factor: -]** Directing function deals with human behaviour which varies from individual to individual and is unpredictable. Leader has to take care of feelings, emotions, etc. while giving direction to the subordinates. The manager has to take care that the feelings and emotions of any employee do not get hurt. **[Principles of Direction]** **[(i) Maximum individual contribution:]** Cooperation of the employees when to be achieved when they are ready to work for the organisation voluntarily. If the employees are motivated they will volunteer to accomplish the goals. Direction should inspire people to contribute fully for the well being of the organisation. For example, a good motivation plan with suitable monetary and non-monetary rewards can motivate an employee to contribute his maximum efforts for the organisation as he or she may feel that their efforts will bring them suitable rewards **[ii) Harmony of objectives]***:* Direction should bring harmony between the individual and organizational objectives. Directing is regarded as essential in personnel management as it helps all the members to fulfil their personal goals through organizational goals. **[iii)Unity of Command]***:* This principle insists that a person in the organisation should receive instructions from one superior only. If instructions are received from more than one, it creates confusion, conflict and disorder in the organisation. Adherence to this principle ensures effective direction. **[iv) Appropriateness of direction technique]***:* According to this principle, appropriate motivational and leadership technique should be used while directing the people based on subordinate needs, capabilities, attitudes and other situational variables. For example, for some people money can act as powerful motivator while for others promotion may act as effective motivator. **[(v) Effective Managerial communication]***:* Effective managerial communication across all the levels in the organisation makes direction effective. Directing should convey clear instructions to create total understanding to subordinates. Through proper feedback, the managers should ensure that subordinate understands his instructions clearly. **[Vi) Use of informal organisation]***:* A manager should realise that informal groups or organisations exist within every organisation. He should spot and make use of such organisations for effective directing. **[(vii) Effective Leadership:]** While directing the subordinates, managers should exercise good leadership skills as it can influence the subordinates positively without causing dissatisfaction among them. **[(viii)Follow through:]** Mere giving of an order is not sufficient. Managers should follow it up by reviewing continuously whether orders are being implemented accordingly or any problems are being encountered. If necessary, suitable modifications should be made in the directions. **[ELEMENTS OF DIRECTION]** \(i) Supervision \(ii) Motivation \(iii) Leadership \(iv) Communication **[COMMUNICATION]** The word communication has been derived from the Latin word 'communis' which means 'common' which indicates common understanding. **[Meaning]** The Communication is a two-way process wherein the message in the form of ideas, thoughts, feelings, opinions is transmitted between two or more persons with the intent of creating a shared understanding. **[Definition]** "Communication is transfer of information from the sender to the receiver with the information being understood by the receiver." -Harold Koontz & Heniz Weihrich **[Importance of Communication]** - It helps the subordinates in better planning by identifying the weaknesses and merits of the plans. - Decisions are improved by effective communication as communication makes the larger participation possible. - Communication helps in improving the motivation as the feedback provides an opportunity to the manager to understand the feelings, behavior, temperament, capabilities and limitations in better way. - Communication improves the public relations as it helps in minimizing the misunderstandings and doubts. - Communication helps in integrating the people and an aid to coordination. - Communication process transmits ideas, decisions and orders of managers on one hand and receives response, reaction of subordinates on the other. - Communication renders the complexity of business intelligible and workable. **[Communication]** **[Process]** The communication is a dynamic process that begins with the conceptualizing of ideas by the sender who then transmits the message through a channel to the receiver, who in turn gives the feedback in the form of some message or signal within the given time frame. Seven major elements of communication process: **[1.Sender]**: The sender or the communicator is the person who initiates the conversation and has conceptualized the idea that he intends to convey it to others. **[2.Encoding]**: Encoding is the process of turning thoughts/ideas into communicable codes. The sender begins with the encoding process wherein he uses certain words or non-verbal methods such as symbols, signs, body gestures, etc. to translate the information into a message. The sender's knowledge, skills, perception, background, competencies, etc. has a great impact on the success of the message. **[3.Message]**: Once the encoding is finished, the sender gets the message that he intends to convey. Message is the substance of communication. The message can be written, oral, symbolic or non-verbal such as body gestures, silence, sighs, sounds, etc. or any other signal that triggers the response of a receiver. **[4.Communication]** **[Channel]**: The Sender chooses the medium through which he wants to convey his message to the recipient. It must be selected carefully in order to make the message effective and correctly interpreted by the recipient. The choice of medium depends on the interpersonal relationships between the sender and the receiver and also on the urgency of the message being sent. Oral, virtual, written, sound, gesture, etc. are some of the commonly used communication mediums. **[5.Receiver]**: The receiver is the person for whom the message is intended or targeted. He tries to comprehend it in the best possible manner such that the communication objective is attained. The degree to which the receiver decodes the message depends on his knowledge of the subject matter, experience, trust and relationship with the sender. **[6.Decoding]**: Here, the receiver interprets the sender's message and tries to understand it in the best possible manner. An effective communication occurs only if the receiver understands the message in exactly the same way as it was intended by the sender. 7\. **[Feedback]**: The Feedback is the final step of the process that ensures the receiver has received the message and interpreted it correctly as it was intended by the sender. It increases the effectiveness of the communication as it permits the sender to know the efficacy of his message. The response of the receiver can be verbal or non-verbal. **Noise:** noise-interferences or distractions that can negatively affect the transmission and reception of a message. **[Barriers in Communication]** 1\. **[Barriers due to Organisation Structure]**: The organisation structure has an important influence on the ability of the members of the organisation to communicate effectively. These days the organisation structure of most big enterprises is complex involving several layers of supervision, and long communication lines. Organisation structure creates problems because communication may break down at any level of supervision due to faulty transmission. 2\. **[Barriers due to Relationship]**: Status of an organisational member is determined by the position he holds in the organisation. This fact is quite apparent when the subordinate talks to his superior. Obstacle in communication occurs when the psychological distance between the two is created because of status symbols of the superior. A sense of inferiority complex in the mind of the subordinate does not allow him to seek clarifications from the superior. 3\. **[Semantic Barriers:]** Semantic is the science of meaning. Words seldom mean the same thing to two persons. Symbols or words usually have a variety of meanings. The sender and the receiver have to choose one meaning from among many. If both of them choose the same meaning, the communication will be perfect. But this is not so always because of differences in formal education and specific situations of the people. e.g., Profits\' may mean to management efficiency and growth, whereas to employees, it may suggest excess funds piled up through paying inadequate wages and benefits. **[4. Filtering of Information:]** Sometimes, the sender screens the information for passing only such information which will look favourable to the receiver. This is because of the simple reason that no one likes to show his mistakes to someone else, especially to his boss. **[5.Perceptual Errors.]** A person\'s perception is determined by his needs, social environments, level of education, cultural factor, etc. Every person tries to interpret the information he receives from his own angle or point of view. This may create complexities in the process communication. Effective communication requires the willingness to see things through the eyes of others. **[6. Closed Mind]**: Premature evaluation by the listener also creates a hurdle in communication. If the listener has closed mind, he will always evaluate the things from his own point of view and will not be receptive to new ideas. Similarly, if a listener is suffering from the illusion of too much knowledge, he will be rigid in attitude. **[7. Lack of Ability to Communicate]**: Skill in communication may come naturally to some, but an average man may need some sort of training and practice by way of interviewing, public speaking, etc **[8. Inattention]**. The simple failure to read bulletins, notices, minutes and reports is a common habit of many people. Similarly, verbal communication has the impact on those who are preoccupied or unwilling to listen. If people do not pay the required attention to listening and understanding messages they are supposed to receive, communication will lose its purpose **[9. Resistance to Change.]** Sometimes, organizations announce changes which seriously affect the employees, e.g., changes in timings, place and order of work, installation of new plant, etc. Changes affect people in different ways and it may take some time to understand the full meaning of the message. Hence, it is important for the management not to force changes before people are in a position to adjust to their implications. **[10. Situational Factors]**. Barriers may also arise due to specific situations, e.g., physical conditions like noise or insufficient light, information overload, etc. When there is a noise or a number of persons are speaking simultaneously, communication can\'t be effective. And if an executive is overloaded with information and does not have time to organise the information, he will not be able to communicate effectively. **[11. Miscellaneous Barriers]**. In addition to the above barriers, there may also be other barriers such as unclarified assumptions by the sender and receiver of message, emotional reactions, irrelevant message, lack of trust, etc. **[Overcoming Barriers to Communication]** **[(1) Free Flow of Information]**. There should be free movement of information both vertically and horizontally. The rigid organisation structure should not be allowed to come in the way of smooth and speedy flow of information. Moreover, delegation and decentralisation of authority should be encouraged to cut delays in decision making and speed up communication. **[(ii) Positive Attitude.]** There should be change in the attitudes of superiors and subordinates so that there is open communication at all times between various levels. They should overcome the status barrier to create understanding. The superiors must keep the subordinates informed about the policies and programmes and also be in touch with subordinates regarding their problems, suggestions etc. (**[iii) Clarity of Message]**. The message must be as clear as possible No ambiguity should creep into it. The message can be conveyed properly only if it is clearly formulated in the mind of the communicator. The message should be encoded in direct and simple language so that the receiver is able to understand it without much difficulty. **[(iv) Open Mind]**. The parties to communication must have open minds. They should not try to withhold information just to serve their personal interests. They should be able to interpret the information without any prejudice or bias. They should also be receptive to new ideas that may come across. They should not react before receiving and understanding the full message. \(v) **[Communication]** **[Skill]**. Every person should have the necessary skill to share information with superiors, peers and subordinates. This will improve human relations in the organisation and also help in ensuring greater productivity. \(vi) **[Effective]** **[Listening]**. The sender must listen to the receiver\'s words attentively so that the receiver may also listen to the sender at the same time. It is also necessary for every employee to update his knowledge by reading company notices, bulletins, reports, etc. \(vii) **[Receptive]** **[to]** **[New]** **[Ideas]**. The employees should be prepared to accept new ideas and change themselves accordingly. They should be willing to receive information from internal and external sources which calls for change in the organisation. \(viii) **[Flexibility]**. A good system should be flexible enough to adjust to the changing requirements. It should be able to carry extra loads of information without much strain. It should absorb new techniques of communication with little resistance. \(ix) **[Reliance on Feedback]**. Feedback refers to transmission of information concerning the effect of any act of communication. Feedback information flows upward and downward. Its purpose is to reinforce or correct the action implied in any act of communication. Feedback also provides an opportunity for suggestion and criticism. **[Types of communication]** 1. Non verbal 2. Verbal **[1.Non- Verbal Communication]** Non-Verbal Communication is the most basic form of communication in which the person transits the idea without the use of the words. Non verbal communication means the communication which takes place between the two individuals without the use of the words. Non Verbal Communication is dissemination of messages through a medium other than speech or writing **[Types of Non-Verbal Communication]** The non-verbal communication is categorised in the two categories 1. Signs & Symbols and 2. Body Language. **[1. Signs, Symbols]** Traffic lights. Blowing of Sirens Road pictograph Telephone Ring Hand Indications Meaning of Colors **[2.Body language]** **[i. Kinesics:]** It is the study of facial expressions, postures & gestures. **[ii. Oculesics:]** It is the study of the role of eye contact in non verbal communication. **[iii. Haptics]**: It is the study of touching. Acceptable level of touching vary across cultures. **[iv. Proxemics]**: It is the study of measurable distance between people as they interact. **[v. Chronemics]**: It is the study of use of time in non verbal communication. Keeping someone waiting for long may give a hint to that person that he is not welcome or respected. **[vi. Paralinguistics]**: It is the study of variations in pitch, speed, volume, and pauses to convey meaning. Interestingly, when the speaker is making a presentation and is looking for a response, he will pause. However, when no response is desired, he will talk faster with minimal pause. **[vii. Physical Appearance]**: One's physical appearance always contributes towards how people perceive you. Neatly combed hair, ironed clothes and a lively smile will always carry more weight than words. **[Disadvantages]** **[2.Verbal Communication]** Verbal communication is the communication which is conveyed through words. **[1. Oral Communication:]** Oral communication is that communication in which the parties involved in the communication transmit the message through spoken form. In the oral communication the sender and the receiver both exchanges their idea via speech through any of the channels used for communication such as face to face communication , conference, seminar, telephonic talk, video conferencing etc **[Kinds of Oral Communication:]** Face to face Conversation, Lectures, Meeting and conferences, Interviews, Telephonic talk, Seminars, Radio, Television Grapevine: grapevine communication can be described as a casual and unofficial communication system within the organization. **[Advantages of oral communication]** - Rapid Transmission of ideas - Quick Feedback - Flexible - Economical Source - Minimizes misunderstanding. **[Disadvantages]** 1. Not Suitable for lengthy messages 2. Not suitable for Policy matter 3. Lack of evidence [2. **Written** **Communication**]: The exchange of facts, information, ideas in written form is known as written communication. The written communication is considered as formal communication. With the passage of time the technology has become advanced which has broadened the scope of written communication Email, fax, business letter, memorandum(A memorandum is a written informal brief, note, record, reminder or summary used as means of communication, or to outline the terms of an agreement.), circulars and notices **[Advantages of Written Communication]** 1. Suitable for lengthy messages 2. Written proof 3. Clear message 4. Less expensive &time saving method 5. Presence of both parties not necessary 6. Accurate and effective **[Limitation of Written Communication]** 1. Unfit for uneducated person 2. Lack of secrecy 3. Wastage of time 4. Delayed Feedback **[MOTIVATION]** Motivation is the process of stimulating people to action to accomplish desired goals **[Importance of Motivation]** 1. It helps the manager to ignite the will to work amongst the workmen. 2. Good motivation method helps in improving the abilities and capabilities of the employees. 3. It helps in finding out the hidden talents and caliber of the employees. 4. Motivated employees means satisfied employees i.e. satisfied in terms of job as well as their personal motives. 5. Motivation reduces the chances of industrial unrest, strikes and similar labour problems. 6. Motivation helps to change the negative or indifferent attitudes of employee to positive attitudes so as to achieve organizational goals. 7. motivation helps to reduce the employee turnover and thereby saves the cost of new recruitment and training. 8. motivation helps in reducing the absenteeism in the organization **[Theories of Motivation]** **[1. MASLOW'S NEED HIERARCHY THEORY:]** A basic assumption of this model is that as we satisfy one type of need, other needs then occupy our attention. Once we satisfy our need for food, air and shelter, then we can move on to safety needs, love needs and so on.  **[1. Physiological needs]** These are biological requirements for human survival Eg: hunger, thirst, shelter, sex, and other bodily needs. Maslow considered physiological needs the most important as all the other needs become secondary until these needs are met. **[2. Safety needs-]** Security and protection from physical and emotional harm-  the requirements start to become a bit more complex. Financial security, health and wellness, safety against accidents and injury, finding a job, obtaining health insurance and health care, contributing money to a savings account, and moving into a safer neighborhood **[3. Social needs-]** Affection, belongingness, acceptance, and friendship. After physiological and safety needs have been fulfilled, the third level of human needs is social and involves feelings of belongingness. Examples include friendship, intimacy, trust, and acceptance, receiving and giving affection and love, being part of a group (family, friends, work) **[4. Esteem Needs-]** Internal factors such as self-respect, autonomy, and achievement, and external factors such as status, recognition, and attention. These needs are concerned with self respect, self confidence, recognition, appreciation, prestige, power etc. These needs give a sense of self worth and ego satisfaction. In an organisational context, esteem needs are satisfied by job title, recognition by leader, challenging work, responsibility, performance feedback and participation in decision making etc. **[5. Self-actualization]**- are the highest level in Maslow\'s hierarchy, Drive to become what we are capable of becoming; includes growth, achieving our potential, and self-fulfillment. This need constitute an individuals' mission of his life. An individual who has satisfied all levels of his needs tries to fully utilise his talent, potential, skills and capacities. In an organisational context, self actualisation needs are categorised as need to excel in one's job and career, successfully managing a unit etc. **[Maslow's theory was criticised on following grounds:]** a\) Some researchers have proved that there is no hierarchy of needs as suggested by Maslow. Some people may be deprived of lower level needs but may be motivated for higher level needs b\) Assuming that the hierarchy of needs exists, the hierarchy is different in different countries. Not only in different countries, but the hierarchy is different amongst the people with in a country itself. c\) Need and satisfaction of need is purely a psychological phenomenon and some people especially illiterate people may not be aware about their needs. d\) The theory is also criticised on the grounds that managers will never find enough time to leisurely diagnose the level of need of every employee of their organisations. **[THEORY X AND THEORY Y]** Douglas McGregor formulated Theory X and Theory Y suggesting two aspects of human behaviour at work **[Assumptions of Theory X]** - An average employee basically does not like work and tries to escape it whenever possible. - Since the employee does not want to work, he must be persuaded, compelled, or warned with punishment so as to achieve organizational goals. A close supervision is required on part of managers- The managers adopt a more dictatorial style. - Many employees rank job security on top, and they have little or no aspiration/ ambition. - Employees generally dislike responsibilities. - Employees resist change. - An average employee needs formal direction **[Assumptions of Theory Y]** - Employees can perceive their job as relaxing and normal. They exercise their physical and mental efforts in an inherent manner in their jobs. - Employees may not require only threat, external control and coercion to work, but they can use self-direction and self-control if they are dedicated and sincere to achieve the organizational objectives. - If the job is rewarding and satisfying, then it will result in employees' loyalty and commitment to organization. - An average employee can learn to admit and recognize the responsibility. In fact, he can even learn to obtain responsibility. - The employees have skills and capabilities. Their logical capabilities should be fully utilized. Theory X presents a pessimistic view of employees' nature and behaviour at work, while Theory Y presents an optimistic view of the employees' nature and behaviour at work. If correlate it with Maslow's theory- Theory X is based on the assumption that the employees emphasize on the physiological needs and the safety needs; while Theory Y is based on the assumption that the social needs, esteem needs and the self-actualization needs dominate the employees. McGregor views Theory Y to be more valid and reasonable than Theory X. Thus, he encouraged cordial team relations, responsible and stimulating jobs, and participation of all in decision-making process. Douglas McGregor on Theory X and Theory Y \| Gary Tremolada **[HERZBERG'S MOTIVATION THEORY -- TWO FACTOR THEORY]** Herzberg's Motivation Theory model, or Two Factor Theory, argues that there are two factors that an organization can adjust to influence motivation in the workplace. These factors are: - **[Motivators]**: The presence of motivators causes employees to work harder. They are found within the actual job itself. - **[Hygiene factors]**: These won't encourage employees to work harder but they will cause them to become unmotivated if they are not present. Hygiene factors are not present in the actual job itself but surround the job. **Motivating factors include:** - Achievement: A job must give an employee a sense of achievement. This will provide a proud feeling of having done something difficult but worthwhile. - Recognition: A job must provide an employee with praise and recognition of their successes. This recognition should come from both their superiors and their peers. - The work itself: The job itself must be interesting, varied, and provide enough of a challenge to keep employees motivated. - Responsibility: Employees should "own" their work. They should hold themselves responsible for this completion and not feel as though they are being micromanaged. - Advancement: Promotion opportunities should exist for the employee. - Growth: The job should give employees the opportunity to learn new skills. This can happen either on the job or through more formal training. **Hygiene factors include:** - Company policies: These should be fair and clear to every employee. They must also be equivalent to those of competitors. - Supervision: Supervision must be fair and appropriate. The employee should be given as much autonomy as is reasonable. - Relationships: There should be no tolerance for bullying or cliques. A healthy, amiable, and appropriate relationship should exist between peers, superiors, and subordinates. - Work conditions: Equipment and the working environment should be safe, fit for purpose, and hygienic. - Salary: The pay structure should be fair and reasonable. It should also be competitive with other organizations in the same industry. - Status: The organization should maintain the status of all employees within the organization. Performing meaningful work can provide a sense of status. - Security: It is important that employees feel that their job is secure and they are not under the constant threat of being laid-off. **[LEADERSHIP]** Leadership indicates the ability of an individual to maintain good interpersonal relations with followers and motivate them to contribute for achieving organisational objectives. *"Leadership is the process of influencing and supporting others to work enthusiastically toward achieving objectives." - Barnard and Thomas* **[Formal Leadership:]** Decision-making responsibility, influence and authority come with the position. Respect for the responsibility and authority of the position Many stakeholders are attached to the formal leader. Formal leaders often are limited in their ability to move left or right **[Informal Leadership]**: Informal leadership requires personal courage and risk-taking. Informal leaders create influence and informal authority without the benefit of formal titles. Networks of informal leadership can be a powerful force. **[Characteristics of leadership]** 1. Leadership is a process of influence- successful leaders are able to influence the behavior, attitudes and beliefs of their followers 2. Leadership is related to a situation- leadership styles will be different under different circumstances 3. Leadership is the function of stimulation- it is the function of motivating people to strive willingly to attain organizational objectives- they try to align the individual goals with organizational goals 4. Leadership gives an experience of helping attain the common objectives- successful leadership, every person in the organization feels that his operation is vital to the attainment of organizational objectives. 5. Employees must be satisfied with the type of leadership provided- managers should allow subordinates to influence their behavior especially if subordinates are knowledgeable and competent- a good leader shares everything with his followers- shares credit, ideas, opinion and experience **[Styles of leadership]** Leadership style refers to a leader's behavior. Leadership style is the result of leader's philosophy, personality, experience, and value system and it also depends on the types of followers and the organizational atmosphere prevailing in the enterprise **[1. Autocratic leadership ]** may be negative- followers are uniformed, insecure and afraid of leader's authority- they are called strict autocrat [Benevolent autocrat]- motivational style is positive- he is effective in getting high productivity and develops good human relations. [Manipulative autocrat]- makes the subordinates feel that they are participating in decision making process but he has already taken the decisions  **[2. Participative or democratic leader]** He gives orders only after consulting the group- policies are worked out in group discussions and with the acceptance of group. Everyone is given the opportunity to participate, ideas are exchanged freely, and discussion is encouraged. While the democratic process tends to focus on group equality and the free flow of ideas, the leader of the group is still there to offer guidance and control. Decentralization of authority is followed. [Advantages] - Increases the acceptance of management ideas - Improves attitude of employees towards job and organization - Increases cooperation between management and employees - Reduction in the number of complaints and grievances - Increases the morale of employees **[3. Free rein or laissez fair leader]** This is also known as laissez faire which means no interference in the affairs of others Leader does not lead, but leaves the group entirely to itself He avoids power- he depends largely upon the group to establish its own goals and work out its own problems. Manager acts as mediator to bring information and resources from outsiders to the group to accomplish tasks Managers contribution is ignored  Laissez-faire leadership can be effective in situations where group members are highly skilled, motivated and capable of working on their own. Laissez-faire leadership is not ideal in situations where group members lack the knowledge or experience they need to complete tasks and make decisions. **[4. TRANSITIONAL LEADERSHIP]** A transitional leader is a board- or executive-level individual brought in to tackle a corporate challenge with a defined purpose and direction. They are typically hired to lead a major transformation, such as a company restructuring, sale or turnaround, integration of an acquisition or the start-up of a new division. For instance, when a company\'s founding CEO retires or leaves with an unclear succession plan in place, it may appoint an interim CEO to act as a transitional leader and run the company under transition until it makes its final decision on who can lead permanently. **[5.Transformational Leadership]** Transformational leadership is all about transforming the business or groups by inspiring team members to keep increasing their bar and achieve what they never thought they were capable of. Transformational leaders expect the best out of their team and push them consistently until their work, lives, and businesses go through a transformation or considerable improvement. The transformation is done through motivating team members to go beyond their comfort zone and achieve much more than their perceived capabilities. **[6. TRANSACTIONAL LEADERSHIP]** Transactional leaders dish out instructions to their team members and then use different rewards and penalties to either recognize or punish what they do in response. Transactional leadership is more short-term and can best be described as a "give and take" kind of transaction. Employees are rewarded for exactly the work they would've performed. If you meet a certain target, you receive the bonus that you've been promised. It is especially so in sales and marketing jobs. Transactional leadership establishes roles and responsibilities for each team member and encourages the work to be completed as scheduled. There are instances where incentive programs can be employed over and above regular pay. In addition to incentives, there are penalties imposed to regulate how work should be done. **[7. BUREAUCRATIC LEADERSHIP]** Bureaucratic leadership is a "go by the book" type of leadership. Processes and regulations are followed according to policy with no room for flexibility. Rules are set on how work should be done, and bureaucratic leaders ensure that team members follow these procedures meticulously. Input from employees is considered by the leader; however, it is rejected if it does not conform to organizational policy. Another characteristic is a hierarchical authority structure implying that power flows from top to bottom and is assigned to formal titles. Bureaucratic leadership is often associated with large, "century-old" organizations where success has come through the employment of traditional practices. Hence, proposing a new strategy at these organizations is met with fierce resistance, especially if it is new and innovative. New ideas are viewed as wasteful and ineffective, or even downright risky. Bureaucratic leadership is suitable for jobs involving safety risks or managing valuable items such as large amounts of money or gold. It is also ideal for managing employees who perform routine work. **[8.Charismatic Leadership]** Charismatic leadership employs charisma to motivate and inspire followers. Leaders use eloquent communication skills to unite a team towards a shared vision. Rather than encouraging behaviors through strict instructions, these leaders use eloquent communication and persuasion to unite a team around a cause. They're able to clearly lay out their vision and get others excited about that same goal. **[9. SERVANT LEADERSHIP]** Servant leaders operate with this standard motto: Serve first and lead second. Rather than thinking about how they can inspire people to follow their lead, they channel the majority of their energy into finding ways that they can help others. They prioritize the needs of other people above their own. Despite the fact that they're natural leaders, those who follow the servant leadership model don't try to maintain a white-knuckle grasp on their own status or power. **[10. COACH-STYLE LEADERSHIP]** Coach-style leadership involves identifying and nurturing individual strengths and formulating strategies for the team to blend and work well together, cohesively and successfully