leadership style

2. (a) Autocratic (authoritarian)
❖ This is a strict and rigid management style that involves only managers
making all the decisions in an organization. Autocratic managers do not
like to delegate responsibility to their subordinates, preferring to tell
employees what to do.
❖ This style is suitable in situations that require decisive actions (e.g. the
Army), when critical decisions need to be made (e.g., a hostile
takeover), during a crisis (e.g. bankruptcy) or when dealing with an
unskilled pool of workers. However, an authoritarian management style
can demotivate and alienate the workforce.

3. Theory of Knowledge (TOK)
Is it possible for employees to thrive under autocratic leadership? Do autocrats necessarily
suppress creativity?

4. (b) Paternalistic
❖ Paternalistic managers act rather like parents - they take
actions that they believe are in the best interest of the
subordinate (and the parents are usually correct!)
❖ Such managers can be somewhat autocratic in that they do
not necessarily consult the subordinate, but paternalistic
managers tend to have a good bond and professional
relationship with their teams because they come across as
being caring, affectionate and protective of their staff.

5. Theory of Knowledge (TOK)
Are paternalistic leaders more ethical than those who adopt an autocratic,
democratic, or laissez-faire style?

6. (c) Democratic
➢ Democratic managers are those who prefer to discuss and
involve employees in decision making. Such managers prefer to
consult staff before making any firm decisions.
➢ This management style can improve staff morale and motivation
because the workers feel they have some input in the
decision-making process. However, the process of consulting
and listening to staff can be very time consuming and it is not
always necessary or appropriate to involve staff in every
decision made by the organization.

8. (d) Laissez-faire
➢ Laissez-faire is a Latin phrase meaning ‘to leave alone’.
Laissez-faire managers are those who prefer to have minimal
involvement in the day-to-day work of their employees. Workers
are therefore given responsibility to complete tasks in their own
way.
➢ This management style can boost staff motivation because
employees feel valued. However, due to the lack of senior
management command and control, some workers might
become complacent and become less proactive.

10. (e) Situational
➢ Fred Fiedler (1922-), an American business and management psychologist,
argued that different situations require different management styles, i.e.
there is no “one size fits all” model of management that is effective. Instead,
Fiedler argued that the most preferred style depends on the situation and
various factors.
➢ For example, effective managers who may prefer to adopt a democratic style
will become autocratic during a time of crisis. A key advantage is that
managers change the style to match different circumstances. However,
frequent changes in management style can cause some confusion for
employees, with the perception of the manager being unpredictable.

12. Factors that affect the management style that is adopted at any particular point in time include:
● The task(s) being performed – Successful managers are able to use a laissez-faire approach
when employees are faced with simple, routine tasks that carry no or very little risk. By contrast,
major projects that affect the whole organization (such as a takeover or relocation) will require a
more authoritarian and hands-on approach.
● The subordinates – Effective managers will adjust their style based on the number of staff they
are dealing with and the temperament of their staff. The skills and experiences of the employees
will also be a key factor.
● Organizational culture – Management teams that promote innovative thinking and collaborative
team working, such as Google, will adopt a different management style from organizations that
are more systematic and carry out monotonous tasks, such as sports shoes manufacturers in
Vietnam.

13. ● The managers themselves – People adopt different management styles based on their individual
preference. The preferred style is likely to be affected by factors such as: experience, emotions,
habits, values, attitudes and personal motivation.
● Time constraints – Highly urgent projects that have a tight deadline may well require a different
management style to small-scale projects that are less imminent.
Theory of Knowledge (TOK)
What is more important in management decision-making - reasoning, intuition, ethics, or emotion?
Theory of Knowledge (TOK)
To what extent should equity (fairness) inform business decision-making?