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Overview of Permissive Leadership Style

The document discusses different management styles that can be used in various situations. There are two main styles - autocratic where the manager makes all decisions alone, and permissive where subordinates have more autonomy. These combine with democratic (involving subordinates) and directive (telling subordinates exactly what to do) to form four styles: directive autocrat, directive democrat, permissive autocrat, and permissive democrat. The appropriate style depends on how much support and guidance subordinates need for the task. Situational leadership styles include telling, delegating, participating, and selling. Managers should adjust their style based on the specific situation and needs of subordinates.

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Denis Stevens
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14 views3 pages

Overview of Permissive Leadership Style

The document discusses different management styles that can be used in various situations. There are two main styles - autocratic where the manager makes all decisions alone, and permissive where subordinates have more autonomy. These combine with democratic (involving subordinates) and directive (telling subordinates exactly what to do) to form four styles: directive autocrat, directive democrat, permissive autocrat, and permissive democrat. The appropriate style depends on how much support and guidance subordinates need for the task. Situational leadership styles include telling, delegating, participating, and selling. Managers should adjust their style based on the specific situation and needs of subordinates.

Uploaded by

Denis Stevens
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd

Management Styles

Managershavetoperformmanyrolesinanorganizationandhowtheyhandlevarioussituationswill
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o

Autocratic

Permissive

Eachstylehasitsowncharacteristics:
Autocratic:Leadermakesalldecisionsunilaterally.
Permissive:Leaderpermitssubordinatestotakepartindecisionmakingandalsogivesthema
considerabledegreeofautonomyincompletingroutineworkactivities.
Combiningthesecategorieswithdemocratic(subordinatesareallowedtoparticipateindecision
making)anddirective(subordinatesaretoldexactlyhowtodotheirjobs)stylesgivesusfourdistinct
waystomanage:
DirectiveDemocrat:Makesdecisionsparticipatively;closelysupervisessubordinates.
DirectiveAutocrat:Makesdecisionsunilaterally;closelysupervisessubordinates.
PermissiveDemocrat:Makesdecisionsparticipatively;givessubordinateslatitudeincarryingout
theirwork.
PermissiveAutocrat:Makesdecisionsunilaterally;givessubordinateslatitudeincarryingouttheir
work.

Inwhatsituationswouldeachstylebeappropriate?Inappropriate?
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arefourquadrantsofsituationalleadershipthatdependontheamountofsupportandguidanceneeded:
Telling:Worksbestwhenemployeesareneitherwillingnorabletodothejob(highneedofsupport
andhighneedofguidance).
Delegating:Worksbestwhentheemployeesarewillingtodothejobandknowhowtogoaboutit(low
needofsupportandlowneedofguidance).
Participating:Worksbestwhenemployeeshavetheabilitytodothejob,butneedahighamountof
support(lowneedofguidancebuthighneedofsupport).
Selling:Worksbestwhenemployeesarewillingtodothejob,butdontknowhowtodoit(lowneed
ofsupportbuthighneedofguidance).
Thedifferentstylesdependonthesituationandtherelationshipbehavior(amountofsupportrequired)
andtaskbehavior(amountofguidancerequired).

Canyouguesswhichmanagementstyleswouldworkbestforeachsituation
listedabove?
Shouldmanagersuseonlyonemanagementstyle?Situationalstyle?
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Situation1
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toyourexpressionsofconcernfortheirwelfare.
Whichstylewouldyoupick?Whatwouldyoudo?
a.

Reestablishtheneedforfollowingprogramproceduresandmeetingtheexpectationsfortask
accomplishment.

b.

Besurethatstaffmembersknowyouareavailablefordiscussion,butdontpressurethem.

c.

Talkwithyouremployeesandthensetperformancegoals.

d.

Waitandseewhathappens.

Situation2
Duringthepastfewmonths,[Link]
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awareofyourperformanceexpectations.
Whichstylewouldyoupick?Whatwouldyoudo?
a.

Stayuninvolved.

b.

Continuetoemphasizetheimportanceofcompletingtasksandmeetingdeadlines.

c.

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awareofperformanceexpectations.

d.

Makeeveryefforttoletstaffmembersfeelimportantandinvolvedinthedecisionmaking
process.

Situation3
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[Link],anewsituationhasdeveloped,anditappearsthatstaffmembersareunableto
solvetheproblemthemselves.
Whichstylewouldyoupick?Whatwouldyoudo?
a.

Bringthegrouptogetherandworkasateamtosolvetheproblem.

b.

Continuetoleavethemalonetoworkitout.

c.

Actquicklyandfirmlytoidentifytheproblemandestablishprocedurestocorrectit

d.

Encouragethestafftoworkontheproblem,lettingthemknowyouareavailableasaresource
andfordiscussioniftheyneedyou.

Situation4
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involvedintheplanning.
Whichstylewouldyoupick?Whatwouldyoudo?
a.

Continuetoinvolvethestaffintheplanning,butdirectthechange.

b.

Announcethechangesandthenimplementthemwithclosesupervision.

c.

Allowthegrouptobeinvolvedindevelopingthechange,butdontpushtheprocess.

d.

Letthestaffmanagethechangeprocess.

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