The document describes six common leadership styles: visionary, coaching, democratic, affiliative, pacesetting, and commanding. It also outlines the basic functions of a leader and manager. For leaders, key functions include being an executive, planner, policy maker, expertise, external representative, and controller of internal relationships. Managers' main functions are planning, organizing, staffing, leading, directing, and controlling. While managers focus on current performance, leaders think more long-term. Managers prioritize process over substance.

1. Q11. What are the Six Common Leadership Styles?
1) Visionary: inspired by articulating a heartfelt, shared goals; routinely give
performance feedback and suggestions for improvement of that goal
2) Coaching: take people aside for a talk to learn their personal aspiration;
routinely give performance feedback in those terms and stretches
assignments to move toward those goals
3) Democratic: Knows when to listen and ask for input; gets buy-in and
draws on what others know to make better decisions
4) Affiliative : Realizes that having fun together is not a waste of time, but
build emotional capital and harmony
5) Pacesetting: Leads by hard driving example and expects others to meet the
same pace and high performance standards
6) Commanding: Gives orders and demand immediate compliance; tends to
be coercive

2. Q21. Describe theDescribe the Basic Function of Leader and Manager

3. Function of a Leader
1. AN EXECUTIVE
 The leader has a very important function of co-
coordinating the activities of the group. So a leader in
his executive capacity does not carry out work or
activities but assigns it to other group members, as
well as sees the proper execution of the policies.
 For instance, the leader of a political party
makes it a point to see that the policies of the party
are being executed. He also assigns the work of party
propaganda to some persons, secretarial work to
some others while the election work to some other
members. He organizes discussions for the execution
of the plan and acts as a guide during the discussion.

4. 2. A PLANNER:
 The leader decides what ways and means
are to be adopted to achieve the objective of
the group.
 He plans the work of the grouping such a
manner that the goal of the group may be
achieved through proper steps being
undertaken at the present and also in future.
Thus, his planning may be for short term.
 Every group has many problems
pertaining to it, social, political, religious and
economic aspects. The leaders also plan out
the ways and means to fight with the enemies
of the group.
Function of a Leader

5. 3. A POLICY MAKER:
 An important function of the leader of any social group
is to plan out the group goals, objectives and policies.
The leaders may themselves plan the policies or
objectives or they may get the policies or objectives
from other sources and then may try to establish then
in the group.
4. AN EXPERTISE
 Leaders are generally viewed as the sources of
readily available information and skills or expertise.
The leader must be quite a capable individual. In many
informal groups, often the person demonstrating, the
greatest technical knowledge and skills becomes the
leaders.
Function of a Leader

6. 5. AN EXTERNAL GROUP REPRESENTATIVE:
 In case of large groups it is not possible for all
members to directly deal with other groups. Thus, the
leader assumes the role of representative of the group in its
external relations. All communications outgoing and
incoming are channeled through the leader.
 Also, the group’s unity is enhanced when the leader
functions as the symbol of the group.
6. A CONTROLLER OF INTERNAL RELATIONSHIP:
 The leader has also to function as the controller of
internal inter-personal relations, among the members of the
group. He makes efforts to raise the moral standard of his
group. He wishes that the group may progress and there
are established good relations among its members.
Function of a Leader

7. 7. A PURVEYOR OF REWARD AND PUNISHMENT :
 The group members perceive the leader as having
power to apply rewards and also punishments. This
enables the leader to exercise control over group members.
Rewards and punishments may relate to being promoted to
a higher position, giving special honors, or taking away the
responsibility assigned or lowering of the status as the case
may be.
8. AN ARBITRATOR AND MEDIATOR:
 If there are certain conflicts and discussions in the
group, the leader acts an arbitrator and mediator. He acts
as a judge and gives his judgment regarding the ways in
which the conflict can be resolved.
 But his task is not merely that of a judge. His important
function is to establish good inter-group relationships. The
leader can reduce tensions in the group and establish
harmony.
Function of a Leader

8. 9. AN EXAMPLAR:
 The leader should serve as a model of behavior to the
members of the group. He should by his own example,
stimulate them to do such activities with which the group’s
objective can be realized. The commanding officer in the
armed forces that leads his troops into the battlefield serves
as an exemplar. Sometimes the leader provides the
ideology of the group. He serves as the source of the
beliefs, values and norms of the individual members.
10. THE FATHER FIGURE:
 The leader may also play the emotional role of the
father figure for the individual members of the group. The
leader is the ideal object for identification, for transferring
feelings and providing a focus for positive thinking. The
Function of a Leader

9. 1. Planning
 Planning is the logical thinking through goals and
making the decision as to what needs to be
accomplished in order to reach the organizations’
objectives. This step involves mapping out exactly
how to achieve a particular goal. The manager first
needs to decide which steps are necessary to
accomplish that goal. These steps may include
increasing advertising, inventory, and sales staff.
These necessary steps are developed into a plan.
When the plan is in place, the manager can follow
it to accomplish the goal of improving company
sales.
Function of a Manager

10. 2. Organising
 After a plan is in place, a manager needs to
organize his team and materials according to his
plan. Assigning work and granting authority are two
important elements of organizing. Management
must organize all its resources well before in hand
to put into practice the course of action to decide
that has been planned in the base function.
Through this process, management will now
determine the inside directorial configuration;
establish and maintain relationships, and also
assign required resources.
Function of a Manager

11. 3. Staffing
 After a manager discerns his area's needs, he may
decide to beef up his staffing by recruiting, selecting,
training, and developing employees. A manager in a
large organization often works with the company's
human resources department to accomplish this goal.
4. Leading
 A manager needs to do more than just plan, organize,
and staff his team to achieve a goal. He must also
lead. Leading involves motivating, communicating,
guiding, and encouraging. It requires the manager to
coach, assist, and problem solve with employees.
Function of a Manager

12. 4. Directing
 It involves the implementation of plans by
mobilising individuals and group effort through
motivation, communication, leadership and
supervision. Directing may be defined as the
process of activating the efforts of employees
towards the achievement of organisational
objectives.
Function of a Manager

13. 5. Controlling
 It is the process of regulating the on going activities
of the organisation to ensure that they are in
conformity with the established plans and produce
the desired results. Through the controlling
function, management can keep the organisation o
its chosen track. It involves:
* Establishing standards of performance
* Measuring current performance
* Comparing actual results with the established
standards
* Detecting deviations from the standards
*Taking corrective actions for significant deviations.
Function of a Manager

14. Managers focus on the moment to moment organizational
performance.
Leaders think of the long- term goals of the organization
Managers are primarily concerned with process, and Leaders are
primarily concerned with substance
The process versus substance distinction is useful in understanding
the contrast between management and leadership
Most Managers must also be good leaders and most leaders must be
good managers
Typically, Good leaders scarifies micromanagement of the bottom
line in favor of macroscopic understanding of its enterprise, its
associate and its strategic direction
Leaders are less likely to be deemed “Workaholic”, or “taskmaster”
by their associates