LEADERSHIP STYLES

WHAT IS LEADERSHIP ?

In an organizational setting, leadership style and the strength of the leadership are crucial to
success. Employees without good and effective leaders will often look elsewhere for inspiration
and creativity, whereas a good leader will provide motivation and the needed drive for enhanced
performance in an environment geared towards individual, team and organizational success. But
with so many types of leadership, and each one has its strengths and weaknesses, it is useful to
take a moment to define these styles.

Directing, motivating, and planning are the standard functions in which managers base their
leadership style. However, autocratic, democratic, delegation, transactional and transformation
are the universal styles of leaderships. Managers are in many cases advised to incorporate all five
styles in their leadership and not to allow one style to dominate .Different types of leadership
styles exist in work environments.

DIFFERENT LEADERSHIP STYLES :-

1- AUTOCRATIC LEADERSHIP STYLE

Autocratic form of leadership also referred to as authoritarian leadership normally involves leaders
giving orders and expecting the orders to be obeyed without question by their subordinates.
Authoritarian leadership is not in actual case a form of leadership, but some disciplinarian
management and these types of leaders are often likely to become dictators. In this style of
leadership, all decision making within the department or organization is centralized to the leader.
These do not in any way encourage sharing of ideas and knowledge especially from subordinates and
will in most cases brush off any ideas or suggestions given by those that they manage. An autocratic
leadership provides strong motivation to the leader, and this is shown to be true as it has been
successful in the past. It is effective as it permits quick decision-making as only the one person needs
to decide for the whole group and this individual keeps decisions to themselves until they feel the rest
of the team need to know what they are.
 2- DEMOCRATIC LEADERSHIP STYLE

Also known as participative, this style involves situations where the leader still gives orders but
allows some input from his/her subordinates regarding what has been outlined. In this form of
leadership, the manager will often give employees a chance to express their ideas, suggestions,
and concerns regarding situations within the organization.

Democratic leadership favours group decision making. Unlike in the autocratic style of
leadership where decision-making is unilateral, here, the leader will only give an order or decide
after consulting the other members of the department or team. Leaders who adopt this style tend
to earn lots of admiration and cooperation. They can therefore highly motivate employees more
efficiently and positively.

In organizational settings, Democratic leaders tend to produce a work environment that satisfies
employees. Subordinates also feel that their opinion counts because of the shared communication and
because of that feeling they can become more committed to achieving the goals and objectives of the
organization.

3- DELEGATIVE LEADERSHIP STYLE

This is the third and most empowering of our five types of leadership. The delegating style also
known as the laissez-faire or free-reign style involves a leader setting an overall priority or goal
but then stands out of the way to let things happen.

This style of leadership allows subordinates to make decisions that he/she will take responsibility
for. The leader will often task employees with the responsibility of analyzing, evaluating and
solving issues and problems as they move along. The free-reign style is more appropriate for
more experienced and mature employees/ teams-those that have over time proven their abilities,
skills, and competencies and have also proven to have the necessary confidence to handle issues
efficiently and soberly.

One of the biggest drawbacks of this leadership style involves failure. If something goes amiss, it
is not in the place of a manager to cast blame on employees which are the most likely reaction
for a leader practising this kind of leadership.

4- TRANSCATIONAL LEADERSHIP STYLE

Transactional leaders, in essence, clarify the role of employees, initiate structures and reward or
punish individual employees for the team’s performance. In this style of leadership, an employee
is given the opportunity to lead a team. The members of that team are expected to follow the
leader and work together to ensure that they achieve their set goal and in return receive something
worthwhile.
 The leader of a team is given the power to evaluate, correct and train the employees when
productivity is not at the appropriate level, and they can reward effectiveness and efficiency when
the outcome expected is reached.

5- TRANSFORMATIONAL LEADERSHIP STYLE

Transformational leadership is effective where change and adaptation to change are the
forerunners of a successful modern organization. A transformational leader is a person who has a
positive vision of the organization in the future and of what they want to achieve and transform
followers’ beliefs, values, and needs.

The transformational leader seeks to accomplish their goals by making workers or followers
feelings more aware of the importance of want they are trying to do, convincing them to put the
organizations or teams needs ahead of their self-accomplishments and to appeal to their
achievement and mastery needs.

Many other types of leadership exist as well, but you have to be diligent in choosing the right
leadership style to employ in your setting. As a manager and a leader, you have to be able to
choose a style that is right for certain situations. Any method that you opt to employ has to be
effective in managing the situation at hand while at the same time allow employees and
subordinates to stay motivated and convinced to listen, believe, and follow your leadership.
 PUBLIC VS PRIVATE SECTOR LEADERS

Comparisons are often made between the public and private sectors. Differences in
culture, structure, environment and talent management are usually highlighted. In
general, the private sector is used as a 'benchmark' to evaluate the extent to which
the public sector has evolved towards what is commonly considered as 'best
practice'.

Hudson's European R&D centre used the Business Attitude Questionnaire to

analyse the personality characteristics of 1,185 senior leaders in the public and
private sectors in Europe. Their results were compared to those of over 64,000
people from the global population. The study report 'Decoding the DNA of Public
and Private Sector Leaders' reveals many new findings which will help
organisations reflect on the business attitudes that are most desirable in current and
future leaders.

KEY DIFFERENCES :-
 Leaders in the public sector are more focused on creating a long term strategy than
on 'winning in the short term'
 Private sector leaders are essentially focused on the short-term and on quick results
 Public sector leaders are more inclined to 'control'; private sector leaders to 'believe
and trust'
 Public sector leaders are less optimistic about the outcome of their actions, but they
go for a more thoughtful approach
 In the public sector, women leaders demonstrate a more outspoken profile
 Younger managers in the private sector get more opportunities and more room for
self-development
 Oriental Bank of Commerce

Oriental Bank of Commerce (BSE: 500315 NSE: ORIENTBANK) is an

Indian public sector banks. Headquartered at Gurgaon, Haryana, has 2390 branches
and 2625 ATMs across India.

The bank offers a wide range of banking products and services such as deposit
accounts, loans, debit cards, credit cards (with tie up with SBI), Insurance
products, ATMs, Internet banking, Mobile Banking, Self-banking halls, call centre,
etc.
The Bank has launched yet another people's participation in the planning process at
grass root level essentially to tackle the maladies of poverty. The Grameen Projects
venture aims to alleviate poverty plus identify the reasons responsible for the
failure or success.
OBC is already implementing a Grameen Project in Dehradun District (UK)
and Hanumangarh District (Rajasthan). Formulated on the pattern of the
Bangladesh Grameen Bank, the Scheme has a unique feature of disbursing small
loans ranging from ₹75 (~US $1.50) onwards. The beneficiaries of the Grameen
Project are mostly women. The Bank is engaged in providing training to rural folk
in using locally available raw material to produce pickles, jams etc. This has
provided self-employment and augmented income levels thus reforming lives of
rural folk and encouraging cottage industries in rural areas
OBC launched yet another unique[citation needed] scheme christened 'The
Comprehensive Village Development Programme' on the auspicious day of
Baisakhi, the 13th of April 1997 at three villages in Punjab namely Rurki Kalan
(District. Sangrur), Raje Majra (District. Ropar) and Khaira Majha (District.
Jaladhar) and two villages in Haryana, namely Khunga (District. Jind) and Narwal
(District. Kaithal). The pilot launch was a great success. Emboldened by the
success, Bank extended the programme to more villages. At present, it covers 15
villages; 10 in Punjab, 4 in Haryana and 1 in Rajasthan.
LEADER: MUKESH KUMAR JAIN
HDFC Bank

HDFC Bank Ltd. is an Indian banking and financial services company

headquartered in Mumbai, Maharashtra. It has a base of 104,154 permanent
employees as of 30 June 2019. HDFC Bank is India’s largest private sector lender
by assets. It is the largest bank in India by market capitalisation as of February
2016. It was ranked 60th in 2019 BrandZ Top 100 Most Valuable Global Brands.

HDFC Bank was incorporated in 1994, with its registered office

in Mumbai, Maharashtra, India. Its first corporate office and a full service branch
at Sandoz House, Worli were inaugurated by the then Union Finance
Minister, Manmohan Singh.
As of June 30, 2019, the Bank's distribution network was at 5,130 branches across
2,764 cities. The bank also installed 4.30 Lakhs POS terminals and issued
235.7 Lakhs debit cards and 85.4 Lakhs credit cards in FY 2017.
HDFC Bank provides a number of products and services including wholesale
banking, retail banking, treasury, auto loans, two wheeler loans, personal loans,
loans against property, consumer durable loan, lifestyle loan and credit cards.
Along with this various digital products are Payzapp and SmartBUY.

HDFC Bank merged with Times Bank in February 2000. This was the first merger
of two private banks in the New Generation private sector banks category. In 2008,
Centurion Bank was acquired by HDFC Bank. HDFC Bank Board approved the
acquisition of CBoP for 95.1 billion INR in one of the largest mergers in the
financial sector in india.
LEADER: ADITYA PURI