Case Study Solution 2066 – Introduction to Management (ITM)

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case study-2066Case Study Solution 2066 Question no. 4
Principles of Management (POM)
Third Semester | Second year
BSc.CSIT | Tribhuvan University (TU)

Case Study : 2066 Quesion no. 4 ;
Leadership is a social influence process of inspiring, influencing and guiding others to participate in a common effort. The search for good leaders has been going on through human civilization. Effective leadership is associated with both better performance and more ethical performance. Developing potential leaders has been the no. 1 challenge of management.

Leaders bear the responsibility of guiding a host of constituents towards the accomplishment of an overarching goal whether this be leading employees towards greater productivity or guiding suppliers towards a better understanding of ways to co-operate. Leaders supplement any authority and power they posses with their personal attributes, imagination and social skills.

There are two types of leaders: Formal and Informal. Formal leaders are the ones who influence others to pursue official objectives and informal leaders are ones who influence to pursue unofficial objectives. In the given case, we can consider Ms Chemjong as formal leader as she is working for an official objective.

The study of leadership has evolved many theories:-
Trait Theory:-
It assumed that leaders are born and not made. They are blessed with inborn capability to lead. Later the fact was accepted that leadership traits are not completely inborn but can be acquired through learning and experience. Some of the traits are:- self awareness, self management, social awareness, relationship management.

Behavioural Styles Theory:-
Rather than concentrating on personal traits of successful leader, researcher began turning their attention to patterns of leader behaviour. Attention turned from who the leader was to how the leader behaved. The Three classic styles of leadership are:

  • Authorization: Leader retains all authority and responsibility, assigns people to clearly defined task. Downward flow of communication stresses prompt orderly and predictable performance. But this approach tends to stifle individual initiative.
  • Democratic: Leader delegate a great deal of authority while retaining ultimate responsibility. Work is divided and assigned on the basis of participatory decision making. Active two way flow of communication enhances personal commitment through participation but is time consuming.
  • Laisssez-faire: Leader grant responsibility and authority to group. Group members are told to work things out themselves and do best they can. Horizontal communication permits self starters to do things as they see fit without leader interference but group may drift aimlessly in absence of direction of leader.

Situational Theory:-
It assumes no best style of leadership exist. Leaders style should match the situation. Stress the need for flexibility according to fielder’s contingency theory. The performance of a leader depends on two inter-related factors: (1) the degree to which the situation gives the leader control and influence i.e; the likelihood that job is accomplished (2) leader’s basic motivation i.e; whether leader’s self esteem depends on accomplishing task or on having close supportive relation. Leaders are either task-motivated or relationship motivated.
Task motivated leaders are effective in extreme situation when they have either very little or a great deal of control over situational variables. In moderately favourable situation, relationship motivated leader tend to be more effective.

Transformational Leaderhip Theory:-
Transformational leaders are visionaries who challenge people to achieve exceptionally high levels of morality, motivation and performance. They are capable of charting necessary new courses for modern organization because they are masters of change. They can envision a better future effectively communicate that vision and get others to willingly make it a reality.

In the given situation in the case, situational theory can be most suited for describing the leadership of Ms Chemjong. She has studied the two situations regarding the employees and has employed a different styled approach in each situation. She demonstrates authorization style with administrative and support staff because in this situation clear defined tasks assigning and orderly performance helps in achieving her goal.

On the other hand, she demonstrates laisez-faire style with the programmers because in this situation the software engineers could develop capabilities and proper responsibilities if given the chance. Hence we can say that Ms Chemjong is an effective leader.

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