Q1. Defne the terms Strategy.

Explain the following

a) Corporate Strategy
b) Bsiness Strategy
!) "n!tional Strategy
#1. Defnition of Strategy$
Once a vision of a company is defned, it is time to execute it. To execute a vision, we need to plan a
Strategy. It basically means a grand plan wic is formed wit te elp of te various departments of
te company. Te word strategy is borrowed from te !ilitary wic created a strategy before every
mission and te actual action tat followed it was "nown as tactics
a) Corporate Strategy$ Te overall scope and direction of an organi#ation and te way in wic its
various business operations wor" togeter to acieve particular goals is "nown as a $orporate
Strategy. It involves the formulation and implementation of te ma%or goals and initiatives ta"en by a
company&s top management on bealf of owners wic is based on consideration of resources and
an assessment of te internal and external environments. 'or example, a company li"e (eliance as
several businesses under tem and a corporate ead)uarters wic controls tem. *ac of tese
businesses migt be run by di+erent companies li"e (eliance $ommunication, (eliance !utual
'und, etc. Te corporate ead)uarters will ave grand plans on ow eac business sould operate.
Tis grand plan created by te corporate ead)uarters is called te $orporate Strategy. It lays
down te foundation to be followed by eac business under te corporate ead)uarters.
b) Bsiness Strategy$ *very business, small or big, will ave a ,usiness Strategy. It is te
fundamental or te grand plan for doing business. *ac business witin a big company li"e (eliance
will ave teir own ,usiness Strategies. 'or instance, (eliance decides to expand its telecom
business to te neigboring countries and capture te mar"et over tere. (eliance Infrastructure
decides to open o-ces in te !iddle *ast and try to understand te mar"et sentiments before
starting a big plan to enter and capture te Infrastructure business.
!) "n!tional Strategy$ 'unctional strategy is te process of coosing decisions rules tat will be
applied in di+erent function areas. Tey are aimed at enancing te e-ciency of te personnel and
increase revenue for te company. 'unctional strategy is one tat dictates te tas" and activities of
a certain business area. *ac department operates by tese guidelines, wit all departments
wor"ing togeter to acieve te company goals. $ommon areas were a company may implement
a functional strategy include te production, fnance, or te researc and development
departments. Te strategy best describes any set of rules tat provide specifc guidance for moving
te company forward. Te researc and development department, for example, can ave
guidelines on ow to increase te company.s product pipeline. /uman resource departments ave
a focus on iring and retaining s"illed wor"ers. Te accounting department as a scedule for
processing information and closing te boo"s eac mont, meeting te company.s goals. Troug
eac of tese individual functional strategy divisions, a company can meet its ,usiness goals.
*xecutives can set a company.s focus troug its organi#ational mission statement or oter goal0
setting statements.
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Q.%. Defne the term &management'. Explain the beha(ioral s!ien!e theory
an) systems theory.
#%. *anagementF !anagement is te process of reacing organi#ational goals by organi#ing and
coordinating te activities of a business. It is an art of getting tings done and creating an environment
were people can perform as individuals and wor" towards acieving a common goal of organi#ational
growt.
Beha(ioral S!ien!e +heory$ Te initial tougt for tis teory was given by Gilfredo
2areto in 7?C@. ,ut it was *lton !ayo > ' H (oetlisberger wo made some uni)ue and
noticeable contributions to te teory wit teir /awtorne experiments in te Iestern
*lectric $ompany in 7C==.
Te beavioral management teory is often called te uman relations movement
because it addresses te uman dimension of wor". ,eavioral teorists believed tat a
better understanding of uman beavior at wor", suc as motivation, conJict,
expectations, and group dynamicsK improved productivity. Te teorists wo contributed
to tis scool viewed employees as individuals, resources, and assets to be developed and
wor"ed wit L not as macines, as in te past.
Te general conclusion from te various experiments carried out by di+erent scientists
was tat uman relations and te social needs of wor"ers are crucial aspects of business
management. Tis principle of uman motivation elped revolutioni#e teories and
practices of management.
Systems +heory$ Systems teory focuses on te relations between te parts. (ater
tan reducing an entity suc as te uman body into its parts or elements Ae.g. organs or
cellsD, systems teory focuses on te arrangement of and relations between te parts ow
tey wor" togeter as a wole. Te way te parts are organi#ed and ow tey interact
wit eac oter determines te properties of tat system. Te beavior of te system is
independent of te properties of te elements. Tis often referred to as a olistic approac
to understanding penomena. Te systems teory originated from biology, were we ave
cardiovascular system, nervous system, etc. wic are fairly independent yet
interdependent. In systems teory, we perceive tat organi#ations ave a number of fairly
independent systems suc as purcase system, operations system, mar"eting system,
fnancial system, etc. Te wor"ing of tese is independent, but it as to be made
interdependent by te manager. Tis teory, peraps, brings te idea of integration as a
"ey component of management.
Q,. -i(e the )efnition an) importan!e of .lanning in an organi/ation an)
explain the steps in planning.
#,. Defnition of .lanning$ 2lanning can be broadly defned as te process of identifying an
organi#ation&s immediate and long0term ob%ectives, and formulating and monitoring specifc
strategies to acieve tem. 2lanning elps an organi#ation cart a course for te acievement of
its goals. Te process begins wit reviewing te current operations of te organi#ation and
identifying wat needs to be improved in te future. 'rom tere, planning involves envisioning
te results te organi#ation wants to acieve, and determining te steps necessary to arrive at
te intended destinationLSM$$*SS.
0mportan!e of .lanning$
2lanning is te most important and primary managerial function in te organi#ation because it determines
te facts of te organi#ation for acieving te re)uired ob%ectives. 9ll functions of an organi#ation depend
upon it to acieve te desired goals.
It gives rigt direction to te organi#ation.
It increases te e-ciency of an organi#ation.
It elps to acieve ob%ectives of te organi#ation.
It elps te management in decision ma"ing.
1ecisions are made by te administration to ascertain activities to fnd te ob%ectives.
!anagers determine te goals and prepare strategies to acieve tem.
It flls te gap between were te organi#ation is and were it desires to go.
It elps in organi#ing all te available resources and put tem to best use.
It reduces te ris"s involved in business activities.
It facilitates proper coordination between employees witin an organi#ation.
It is important to maintain a good managerial control.
It motivates te personnel of an organi#ation.
It encourages managers& creativity and innovation.
Tus, planning is essential in any organi#ation for e+ective management. It elps to acieve goals or
target by using te available resources and time. It provides a rational approac to pre0selected ob%ective
of organi#ation.
Steps in .lanning$ Te basic steps in 2lanning involve te following. Toug it may be noted tat tese
steps are only implicit for any organi#ation. Tey may di+er from one company to oter depending on teir
overall ob%ectives.
,eing aware of opportunities
*stablising ob%ectives
1eveloping premises
1etermining alternative courses
*valuating alternative courses
Selecting a course
'ormulating plans
Nualifying plans by budgeting
Explanation of the Steps in .lanning$
Being aware of opportnities$ It basically means being aware of te customer needs, mar"et,
competition, strengts, and wea"nesses. It is usually done troug mar"et researc, competitor
analysis, and analysis of own strengts and wea"nesses troug a formal process called SIOT
analysis AStrengt, Iea"nesses, Opportunity, and TreatD.
Establishing ob1e!ti(es$ Setting ob%ectives is te most crucial part of planning. Te ob%ectives
sould be set in "ey areas of operations. Ob%ectives provide te guidelines Awat to doD for te
preparation of strategic plans. One cannot ma"e plans unless one "nows wat is to be
accomplised. Ob%ectives constitute te mission of an organi#ation. Tey set te pattern of future
course of action. Te ob%ectives must be clear, specifc and informative. !a%or ob%ectives sould be
bro"en into departmental, sectional and individual ob%ectives. In order to set realistic ob%ectives,
planners must be fully aware of te opportunities and problems tat te enterprise is li"ely to face.
De(eloping .remises$ ,efore plans are prepared, te assumptions and conditions underlying
tem must be clearly defned. Tese assumptions are called planning premises and tey can be
identifed troug accurate forecasting of li"ely future events. Tey are forecast data of a factual
nature. 9ssessment of environment elps to reveal opportunities and constraints. 9nalysis of
internal Acontrollable and external AuncontrollableD forces is essential for sound planning. 2remises
are te critical factors wic lay down te foundation for planning. Tey are vital to te success of
planning as tey supply very important facts about future. Tey need revision wit canges in te
situation. $ontingent plans may be prepared for alternate situations.
Determining alternati(e !orses$ It is about identifying te most promising alternatives to
accomplis wat we want to. Tis is done by combining te information about te opportunities,
treats, and own strengt and wea"nesses. Tis is done troug anoter framewor" called SIOT
analysis.
E(alating alternati(e !orses$ Ie sould compare all te alternatives to fnd out wic of
tem will meet our goals and at optimal cost and proft. Iile doing te same we also ave to "eep
sustainability in mind.
Sele!ting a Corse$ It is all about selecting a particular course for implementation wic is best
suitable for te overall growt of te company and giving iger profts in return.
"ormlating .lans$ 9lternative plans of action sould be developed and evaluated carefully so as
to select te most appropriate policy for te organi#ation. Imagination, foresigt, experience and
)uantitative tecni)ues are very useful in te development and evaluation of alternatives. 9vailable
alternatives sould be evaluated in te ligt of ob%ectives and planning premises. If te evaluation
sows tat more tan one alternative is e)ually good, te various alternatives may be combined in
action.
Qalifying .lans by b)geting$ Tese plans consist of procedures, programmers, scedules,
budgets and rules. Suc plans are re)uired for te implementation of basic plans. Operational plans
reJect commitments as to metods, time, money, etc. Tese plans are elpful in te
implementation of long range plans. 9long wit te supporting, plans, te timing and se)uence of
activities is determined to ensure continuity in operations.
Q2. 3hat is meant by lea)ing4 Des!ribe the !hara!teristi!s of lea)ing.
#2. Defnition an) Con!ept of 5ea)ing$
;eading can be defned as te process of setting direction, creating alignment, and creating
engagement to deliver ig productivity and to facilitate cange. *very organi#ation needs a leader to
sow te way to oters as te organi#ation strives to defne and acieve its goals. Ieter tese goals
are entrepreneurial or umanitarian, te leader.s wor" is to instill a sense of purpose and passion to te
wor" tat te organi#ation underta"es. ;eading involves stepping up in times of crisis and to be able to
tin" and act creatively in di+erent situations. Mnli"e management, leadersip cannot be taugt, altoug
it may be learned and enanced troug coacing or mentoring.
9 leader.s responsibilities are defned by a set of concepts and )ualities tat motivate people to get on
board wit is or er vision. Mnli"e a conventional manager, a leader.s responsibilities are not defned by
one )uestion. 4enerally, a leader.s central responsibility is to move is or er unit from a mission
impossible to a mission outcome stance. Tis sift re)uires leaders to embrace multiple areas of s"ill
and direction. To constantly move forward, tey focus on specifc concepts to elp defne teir "ey
leadersip responsibilities.
!anagement and leadersip responsibilities often overlap, but leadersip is defned in a completely
di+erent context. ;eaders. responsibilities lie in four "ey areasF self0direction, goal acievement, Jexibility
and inspiring greatness in oters. ;eaders recogni#e tat tese responsibilities are ta"en care of troug
te four actions outlined below.
-ain the !ooperation of others
*stablising a cooperative spirit is te primary responsibility of leadersip. Tis spirit drives an
organi#ation and its people to iger levels of productivity and accomplisment. 'or leaders to be e+ective
tey must build a cooperative e+ort by relying on te following tecni)uesF
;eaders understand basic uman needs and desires and nudge people in te rigt direction. Tey
"now ow motivation wor"s to everyone.s beneft.
Tey ma"e emotional connections. 9n e+ective leader connects wit people under teir direction to
build an interdependence tat fosters more long0term gain tan individual e+orts would.
Tey ac"nowledge te need for followers.
;eaders understand teir people. Tey ta"e time to converse and as" )uestions tat bring
information, concerns, ideas and perspectives to te forefront. Ten, tey act positively upon tem.
5isten an) 5earn 3ell
;eaders never forget were tey ave been, and use teir experiences to sape were tey are
going, and wy. Tey place learning and listening at te top of te list in terms of building s"ills and
ability. ;earning from past errors in %udgment prevents teir repetition.
Tey listen to everyone and everyting. ;eaders ave teir ears and eyes on every person, process
and situation. Tey listen for ideas, impending concerns, problems, successes and unappiness in
teir employees. Tey absorb everyting and act on te "nowledge gained to prevent ma%or
problems from occurring.
;eaders sei#e all opportunities to ma"e people feel successful, competent and comfortable in te
wor" environment. *xcellent leaders are not reactive, but proactive by nature.
.t the nee)s of others frst
*+ective leaders separate temselves from te rest of te pac" troug self0sacrifce and by setting
teir egos aside. 4ood leaders are never afraid to wor" alongside teir people to fnis a pro%ect or
resolve a situation.
;eaders are Jexible, slowing down or speeding up wile assessing teir employees. productivity
and e+orts.
;eaders understand tat "eeping tas"s simple and obvious ma"es for a committed wor"force.
*mployees desire to "now precisely wat is expected of tem and ow to complete teir assigned
tas"s. 9 leader focuses on ways to ma"e teir assignments and pro%ects more direct and clearly
defned.
.erforming Consistently
,y understanding tat people are di+erent, leaders solidify mutual respect and communication, and
maintain openness and fairness wit every employee.
;eaders build coesiveness troug cooperative e+orts by olding employees and temselves
accountable. Tey "now tis is necessary to acieve teir goals and ideals.
*+ective leaders reali#e tat teir actions and words must not send mixed messages. ;eaders
sould stay te course, even under duress or in te midst of adversity. Tey must remain genuine
and use discretion in all %udgments tey ma"e. *xcellent leaders will reinforce teir motivation,
inspiration and expectations to maintain a strong leadersip position.
Chara!teristi!s of 5ea)ing$
Tere are common caracteristics tat defne leadersip, and fnding tem only ta"es some study of tose
wo ave been successful. ,y actively building on tese caracteristics you can develop into a stronger
leader.
/ere are some of te most common caracteristics of ;eadingF
1. 0nitiating a!tions O ;eading is te function wic starts te wor" performance of te followers or
subordinates. ;eading as an infnite component in wic te leader "nows were to go and terefore,
even if tey ta"e di+erent routes, tey ensure tat te destination is reaced more e-ciently and
e+ectively. Troug tis function subordinates understand teir %obs and wor" according to te guidelines
and agreed metods. 2lans can be implemented only wen te actual wor" starts. Tus, leading initiates
action.
%. Sstaining a!tion O 1irection, muc li"e leading starts te actual action but tese directions ave to
be repeated if te actions ave to go on. ;eading on te oter and ensures tat te actions go on and
course corrections are done automatically by te followers because of teir natural belief in te goal being
someting desirable to follow. Ien tey face obstacles, tey would eiter fall bac" on te leader if te
obstacles are too uge to overcome. Tis is done wen te leading process would ensure tat additional
resources including pooled wisdom are pumped in to resolve it.
,. 0ntegrating e6orts O Troug leading, te superiors are able to guide, inspire, and instruct te
subordinates to wor". Ien every employee, team leader, and division leader "nows tat is:er reacing
te goal is dependent on oter.s e+ort, tere is a natural Jow of inter team and interdepartmental
information. If you ad been directing, tis relation will not only be forced but also monitored. ;iterature on
directing will often spea" of te need for e+ective communication and often communication is considered
as te "ey to directing..
2. *eans of moti(ation O ;eading elps in acievement of goals. 9 manager ma"es use of te element
of motivation to improve te performances of subordinates. Tis can be done by providing incentives or
compensation, weter monetary or non0monetary, wic serves as a morale booster to te
subordinates. !otivation is also elpful for te subordinates to give te best of teir abilities, wic
ultimately elps in growt.
7. .ro(i)es stability O Stability and balance in an organi#ation becomes very important for a long0term
survival in te mar"et. Tis can be brougt upon by te managers wit te elp of four tools or elements
of leading function 0 %udicious blend of persuasive leadersip, e+ective communication, clear performance
goals, and e-cient motivation. Stability is very important since tat is an index of growt of an enterprise.
Terefore, a manager can use of all te four traits in im:er so tat te performance standards can be
maintained.
8. Copes with the !hanges O It is a uman beavior to sow resistance to cange. 9daptability wit
canging environment elps in sustaining planned growt and becoming a mar"et leader. It is a directing
function wic is of use to meet te canges in te environment, bot internal and external. ,ut wen it
comes to leading, tere is a muc natural Jow to cange as people automatically embrace cange and
adapt to teir %ourney towards te goal. It is te role of te manager to communicate te nature and
contents of canges re)uired for reacing te goal very clearly to te subordinates. Tis elps in
clarifcations, easy adaptations, and smoot running of an enterprise. 'or example, Sambavi sifted from
a single outlet to multi0outlets, wic means several canges at all levels. Troug more mecani#ation,
production increases and tereby te profts. Indirectly, te subordinates beneft in te form of iger
remuneration and better )uality of life.
9. :tili/es resor!es e;!iently O ;eading troug goal setting elps in clarifying te role of every
subordinate towards is wor". Te resources can be utili#ed properly only wen less of wastages,
duplication of e+orts, overlapping of performances, etc. don.t ta"e place. Troug te goal setting, te role
of subordinates becomes clear as managers ma"e use of teir supervisory s"ills, te guidance, te
instructions and motivation s"ill to inspire te subordinates. Tis elps in maximum possible utili#ation of
resources of men, macine, materials, and money, wic elps in reducing costs and increasing profts.
'rom te above discussion, one can %ustify tat leading, surely, is te eart of management process. /eart
plays an important role in a uman body as it serves te function of pumping blood to all parts of te body.
In a similar manner, leading elps te subordinates to perform in te best of teir abilities and tat too in a
ealty environment. Te manager ma"es use of te four elements of direction so tat wor" can be
accomplised in a proper and rigt manner.
Q7. 3hat are &attit)es'4 Explain the !omponents an) fn!tions of attit)e.
#7. Defnition of #ttit)e$ 9n attitude is an expression of favor or disfavor toward a person, place,
ting, or event Ate attitude ob%ectD. 9ttitude can be formed from a person&s past and present. 9ttitude is
also measurable and cangeable as well as inJuencing te person&s emotion and beavior. It can be
furter defned as a positive or a negative evaluation of people, ob%ects, ideas, or %ust about anyting in
your environment.
Components of #ttit)e$ Tere are tree components of attitude namely 7D, $ognition, 5D 9+ect and =D
,eavior.
Cognition$ Te cognitive component of an attitude reJects te general "now ow of a person, i.e.
is own perceptions or beliefs. 'or example, if someone says tat smo"ing is in%urious to ealt is
is:er own perception against smo"ing. $ognitive elements are evaluative beliefs and are
measured by attitude scales or by as"ing about tougts.
#6e!t$ Tis part of attitude is related to te statement wic a+ects anoter person. 'or example,
in an organi#ation a personal report is given to te general manager. In report e point out tat te
sale sta+ is not performing teir due responsibilities. Te general manager forwards a written
notice to te mar"eting manager to negotiate wit te sale sta+. Te a+ective component
becomes stronger as an individual as more fre)uent and direct experience wit a focal ob%ect,
person or situation. P9+ect. is an emotional component of an attitude. It refers to an individual.s
feeling about someting or someone.
Beha(ior$ Te beavioral component refers to tat part of attitude wic reJects te intention of
a person in sort run or in long run. 'or example, before te production and launcing process te
product, report is prepared by te production department wic consists of teir intention in near
future and tis report is anded over to top management for te decision. 9n individual may
complain, re)uest a transfer, or be less productive because e or se feels dissatisfed wit wor".
Te beavioral component of an attitude refers to an intention to beave in a certain way toward
someone or someting. 9ttitude and beavior are two )uite di+erent tings. 9ttitude is a person&s
inner tougts and feelings, wile beavior is usually an outward expression of attitude, but te
two are not always related.
"n!tions of #ttit)e$ 9ccording to Qat#, attitudes serve four important functions from te viewpoint of
organi#ational beavior.
Tese are as follows.
#)1stment or #)apti(e "n!tion$ Some attitudes serve to enable people to attain particular,
desired goals or avoid undesirable circumstances. Te olding:expressing of certain attitudes may
bring about direct rewards. 'or example, a young cild wose parent olds strong attitudes about
football migt learn tat expressing support for a particular club brings parental approval.
9lternately, some attitudes allow a person to access circumstances were rewards are available, as
wen expressing li"ing for particular music or ways of dressing allows some adolescents to %oin
particular social groups and obtain te benefts of group membersip Afriendsip, social support and
so onD. 'urtermore, expressing oter attitudes may elp some people avoid negative
circumstances.
Ego<Defensi(e "n!tion$ Some attitudes serve to protect te person tat olds tem from
psycologically damaging events or information by allowing tem to be recast in less damaging or
treatening ways. Tis inevitably may involve a degree of bias or distortion in te way te world is
interpreted but people will readily do tis in order to preserve a particular Ausually favorableD view
of temselves or te world.
=ale<Expressi(e "n!tion$ Some attitudes are important to a person because tey express
values tat are integral to tat person.s self0concept Ai.e. teir ideas about wo tey areD. Te
attitude is, conse)uently, Ppart of wo tey are. and te expression of tat attitude communicates
important tings about tat person to oters.
>nowle)ge "n!tion$ Some attitudes are useful because tey elp to ma"e te world more
understandable. Tey elp people ascribe causes to events and direct attention towards features of
people or situations tat are li"ely to be useful in ma"ing sense of tem. $onse)uently, tey elp to
ma"e te world more understandable, predictable and P"nowable., as well as increasing te
e-ciency of information processing. Stereotyping is an example of te "nowledge function of
attitudes. Stereotypes are mental structures tat allow us to predict te caracteristics a person will
ave based on te group tey belong to. Msing stereotypes to ma"e sense of people is )uic" and
re)uires minimal mental e+ort O bot signifcant advantages in a complicated and fast0moving
world. Of course, te down side of tis type of tin"ing is tat te inferences we ma"e about people
based on stereotypes may be unelpful and wildly inaccurate.
Q8. Defne lea)ership. Di6erentiate between &5aisse/ "aire' an) &)emo!rati!'
lea)ership style.
#8. 5ea)ership$ Te ability of a company&s management to ma"e sound decisions and inspire oters to
perform well. *+ective leaders are able to set and acieve callenging goals, to ta"e swift and decisive
action even in di-cult situations, to outperform teir competition, to ta"e calculated ris"s and to persevere
in te face of failure. Strong communication s"ills, self0confdence, te ability to manage oters and a
willingness to embrace cange also caracteri#e good leaders.
*eaning an) !hara!teristi!s of &5aisse/ "aire' lea)ership style.
Te laisse#0faire leadersip style is were all te rigts and power to ma"e decisions is fully given to te
wor"er. 9 non0autoritarian leadersip style, ;aisse# faire leaders try to give te least possible guidance to
subordinates, and try to acieve control troug less obvious means. Tey believe tat people excel wen
tey are left alone to respond to teir responsibilities and obligations in teir own ways.
;aisse#0faire leadersip occurs wen supervisors ta"e less of ands on approac and allow teir employees
to wor" and complete teir tas"s wit little to no guidance. Te laisse#0faire style is sometimes described
as a Rands o+R leadersip style because te leader delegates te tas"s to teir followers wile providing
little or no direction to te followers. If te leader witdraws too muc from teir followers it can
sometimes result in a lac" of productivity, coesiveness, and dissatisfaction. ;aisse#0faire leaders allow
followers to ave complete freedom to ma"e decisions concerning te completion of teir wor". It allows
followers a ig degree of autonomy and self0rule, wile at te same time o+ering guidance and support
wen re)uested. Te laisse#0faire leader using guided freedom provides te followers wit all materials
necessary to accomplis teir goals, but does not directly participate in decision ma"ing unless te
followers re)uest teir assistance.
Tis is an e+ective style to use wenF
'ollowers are igly s"illed, experienced, and educated.
'ollowers ave pride in teir wor" and te drive to do it successfully on teir own.
Outside experts, suc as sta+ specialists or consultants are being used.
'ollowers are trustworty and experienced.
Tis style sould 3OT be used wenF
'ollowers feel insecure at te unavailability of a leader.
Te leader cannot or will not provide regular feedbac" to teir followers.
*eaning an) !hara!teristi!s of Demo!rati! lea)ership style.
Te democratic leadersip style consists of te leader saring te decision0ma"ing abilities wit
group members by promoting te interests of te group members and by practicing social
e)uality. Tis style of leadersip encompasses discussion, debate and saring of ideas and
encouragement of people to feel good about teir involvement. Te boundaries of democratic
participation tend to be circumscribed by te organi#ation or te group needs and te
instrumental value of people&s attributes As"ills, attitudes, etc.D. Te democratic style
encompasses te notion tat everyone, by virtue of teir uman status, sould play a part in te
group&s decisions. /owever, te democratic style of leadersip still re)uires guidance and control
by a specifc leader. Te democratic style demands te leader to ma"e decisions on wo sould
be called upon witin te group and wo is given te rigt to participate in, ma"e and vote on
decisions.
'ollowing are te traits of a good 1emocratic leadersip style.
?onest L 1isplay sincerity, integrity, and onesty in all your actions. 1eceptive beavior
will not inspire trust.
Competent L ,ase your actions on reason and moral principles. 1o not ma"e decisions
based on cildli"e emotional desires or feelings.
"orwar)<loo@ing L Set goals and ave a vision of te future. Te vision must be owned
trougout te organi#ation. *+ective leaders envision wat tey want and ow to get it.
Tey abitually pic" priorities stemming from teir basic values.
0nspiring L 1isplay confdence in all tat you do. ,y sowing endurance in mental,
pysical, and spiritual stamina, you will inspire oters to reac for new eigts. Ta"e
carge wen necessary.
0ntelligent L (ead, study, and see" callenging assignments.
"air<min)e) L Sow fair treatment to all people. 2re%udice is te enemy of %ustice.
1isplay empaty by being sensitive to te feelings, values, interests, and well0being of
oters.
Broa)<min)e) L See" out diversity.
Corageos L /ave te perseverance to accomplis a goal, regardless of te seemingly
insurmountable obstacles. 1isplay a confdent calmness wen under stress.
Straightforwar) L Mse sound %udgment to ma"e a good decisions at te rigt time.
0maginati(e L !a"e timely and appropriate canges in your tin"ing, plans, and
metods. Sow creativity by tin"ing of new and better goals, ideas, and solutions to
problems. ,e innovativeS
(esearc as found tat tis leadersip style is one of te most e+ective and creates iger productivity,
better contributions from group members and increased group morale. 1emocratic leadersip can lead to
better ideas and more creative solutions to problems because group members are encouraged to sare
teir tougts and ideas. Iile democratic leadersip is one of te most e+ective leadersip styles, it
does ave some potential downsides. In situations were roles are unclear or time is of te essence,
democratic leadersip can lead to communication failures and uncompleted pro%ects. 1emocratic
leadersip wor"s best in situations were group members are s"illed and eager to sare teir "nowledge.
It is also important to ave plenty of time to allow people to contribute, develop a plan and ten vote on
te best course of action.