Management styles

Different types of management style exits within the work place. The organizational culture and

objectives of an organisation influence the management style that best fits that organization

(George, et al, 2011). George, et al (2011) established that some organisations applied several

management styles based on the prevailing situation. In general, the most common management

styles include autocratic, democratic and laissez-faire.

Autocratic/authoritarian management style

Managers who apply this leadership style centralises power and decision-making. As explained

by Jenab and Staub (2012) such managers assign duties and responsibilities without consulting

the concern employees. Therefore, the managers assume full authority and takes full

responsibility. Jenab and Staub (2012) argued that authoritarian management style is negative

since it is founded on threats and punishment. Managers believe that they know better and they

expect employees to follow all their directives. Accordingly, authoritarian leadership involves

closely supervising employees, and giving clear-cut commands. Pierro, Raven, Amato and

Bélanger (2013) assert that whereas authoritarian leadership is viewed negatively, it allows quick

decisions to be taken and unity of purpose. However, too much application of authority could

result in industrial disputes and other labour issues.

Democratic leadership

This is also referred to as participative leadership style. Organisations that use this kind of

leadership decentralise power. Puddington (2014) underlined that democratic managers consult

with their employees and incorporate their ideas in plans and policies they develop. In addition,
employees are encouraged to take part in decision making. Puddington (2014) adds that

democratic manager leads the employees mainly by persuasion and not force and fear.

Democratic management styles borrow the ideas expressed in theory Y by McGregor. According

to Van Prooijen and De Vries (2016), the democratic management style is advantageous because

it results in higher motivation, increased co-operation from employees, better work performance

and reduced employee conflict (Puddington, 2014).

Laissez-faire/free-rein leadership

According to Pierro, et al (2013) laissez-faire managers avoid authority and responsibility. This

is a management style where managers adopt a non-interfering position and thereby passes the

decision making process and responsibilities to their subordinates. The managers take minimal

initiative in management of the company. Katarzyna (2015) agrees with this view by explaining

that lasses-faire managers do not provide any direction to his/her subordinate, rather, he leaves

the subordinates to establish their own goals and address any problem they may face. The idea

behind this management style is that giving a group full authority results in them giving the best

to the organisation they serve.

Examining these management styles, it was found by Jenab and Staub (2012) that autocratic

leadership style is likely to cause antagonism among employees and result in hostility towards a

manager. Similarly, Jenab and Staub (2012) found that democratic management style is likely to

create loyal employees, while laissez-faire managers promote friendly approaches within

employees. Kumar and Mohammed (2013) commenting on leadership, notes that autocratic

management style is much related to theory X, while democratic management style is related to
theory Y. Katarzyna (2015) underlines that it is important for managers to be flexible and apply

different management styles based on prevailing situation.