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NTA Level 6 • Semester 1 • PST06101 Management Theories Leadership and Management • Source Session/Topic 5 Full source-text version: all educational wording from the extracted learning source is retained; only presenter/tutor metadata and web-layout noise are removed, while formatting is improved for readability. Session 5: Management Theories Total Session Time: 120 minutes Learning Tasks By the end of this session students are expected to be able to: • Define the term theory • List management theories • Explain management theories Resources Needed: • Flip charts, marker pens, and masking tape • Black/white board and chalk/whiteboard markers • LCD projector and computer • Note books and Pens SESSION OVERVIEW Activity/ Step Time Content Method 1 05 minutes Presentation Introduction, Learning Tasks 10 minutes Presentation 2 Definition of Theory Buzzing 15 minutes Presentation 3 Small Group Management Theories Discussion 4 40 minutes Presentation Explanation of Management Theories 30 minutes Presentation 5 The Role of Theories to Managers Brainstorming 6 10 minutes Presentation Key Points 7 05 minutes Presentation Evaluation PST 06101 Leadership and Management NTA L 6 Semester 2 Facilitator Guide 27 SESSION CONTENTS STEP 1: Presentation of Session Title and Learning Tasks (05 minutes) READ or ASK students to read the learning tasks and clarify ASK students if they have any questions before continuing. STEP 2: Definition of Terms (10 minutes) Activity: Buzzing (5 minutes) Ask student to pair and buzz in 3 minutes on the following: • What are Theory and Management theories? ALLOW few students to respond WRITE their responses on the flip chart/board CLARIFY and SUMMARISE by using the content below • A theory is a set of ideas expresses certain facts. • Management theories are set ideas referring to management issues occurring to organizations. • The theory of management takes a variety of forms, following are few o Classical management  Deals with the traditional five responsibilities of a manager: planning, organizing, directing, coordinating, and controlling. This is coupled with the science of management, which deals with studying the impact of people and systems on productivity, or output o Behavioral management  Deals with organizational and individual responses to situations. Instead of considering workers as machines and attempting to improve productivity through improving processes, behavioral management looks at environmental, interpersonal, and group interactions and their impacts on productivity. Systems management involves taking a holistic approach to all aspects involved in the process of producing a product or a service. This theory not only looks at processes and human or environmental influences but also focuses on interactions and how they affect the organization o Systems theory of management PST 06101 Leadership and Management NTA L 6 Semester 2 Facilitator Guide 28  Systems theory provides a model in which a manager can understand the interactions among various components of an organization STEP 3: Management Theories (40 minutes) Activity: Small Group Discussion ( 20 minutes) DIVIDE students into small manageable groups ASK students to discuss on the following question • What are the management theories? ALLOW students to discuss for 15 minutes ALLOW few groups to present and the rest to add points not mentioned CLARIFY and SUMMARIZE by using the contents below The following are few selected theories of management Classical theory of management • Henri Fayol believed that management was a process consisting of five different functions. He saw a manager‘s job to include the processes of planning, organizing, directing, coordinating, and controlling. These five functions are part of classical management theory and are at present important components in the daily functions of a manager. o Planning The planning process is designed to help the organization minimize uncertainty in the future. Planning helps determine future success as well as anticipate potential pitfalls o Organizing Organizing is the second function of a manager. It encompasses assigning responsibilities to employees and determining how and when things are to be accomplished. One of the primary organizing functions is to determine the organizational chart. o Directing One of the most important functions of a manager is directing — leading, delegating, and motivating employees to accomplish their jobs. This function relies primarily on the interpersonal skills of a manager because directing involves dealing with people o Controlling The controlling function of a manager is regulatory in nature, by which the manager assures that the functions of the department are progressing in accordance with predefined plans. Behavioral theory of management • Also known as human relations theory, behavioral theory developed as a consequence of the application of the scientific theory. PST 06101 Leadership and Management NTA L 6 Semester 2 Facilitator Guide 29 • In the late 1920s, Elton Mayo conducted individual productivity experiments at the Hawthorne Works plant of the Western Electric Company (Reshef, Elton Mayo & the Human Relations Movement). By varying environmental conditions such as lighting, rest breaks, and lengths of workdays, Mayo attempted to determine which conditions were conducive to the most efficient productivity. Systems theory of management • Systems theory provides a model in which a manager can understand the interactions among various components of an organization. • In contrast to scientific management which analyzes processes by breaking them into smaller parts, systems theory contends that the product of a system is due to the interactions of its parts — if the parts are separated, the system no longer produces the desired output. • Systems theory takes a holistic approach instead of an analytical approach to better understand the factors affecting the desired output. STEP 5: Role of Theories to Managers (30 minutes) • The theories guide managers to organize way of thinking to address organizational challenges example when practicing OPRAS in assigning work and evaluating performance we are applying the theory of peace work to raise institutional productivity through each organizational staff. • Documentation and record keeping when are maintained in offices is the application of Max Weber‘s principle of keeping all office correspondence for future reference. • Trait theory as well guides managers on how to make use staff talents as people differs in

NTA Level 6 • Semester 1 • PST06101 Management Concepts Leadership and Management • Source Session/Topic 4 Full source-text version: all educational wording from the extracted learning source is retained; only presenter/tutor metadata and web-layout noise are removed, while formatting is improved for readability. Session 4: Management Concepts Total Session Time: 120 minutes Prerequisites • None Learning Tasks By the end of this session students are expected to be able to: • Define management • Describe management concept • Reasons for Managers to Study Management Concepts and Management Theories Resources Needed: • Flip charts, marker pens, and masking tape • Black/white board and chalk/whiteboard markers • LCD projector and computer • Note books and Pens SESSION OVERVIEW Activity/ Step Time Content Method 1 05 minutes Presentation Introduction, Learning Tasks 10 minutes Presentation 2 Definition of Management Buzzing 3 40 minutes Presentation Management Concept 40 minutes Presentation Reasons for Managers to Study Management 4 Small Group Concepts and Management Theories discussion 20 minutes Presentation 5 Key Points 6 05 minutes Presentation Evaluation PST 06101 Leadership and Management NTA L 6 Semester 2 Facilitator Guide 22 SESSION CONTENTS STEP 1: Presentation of Session Title and Learning Tasks (05 minutes) READ or ASK students to read the learning tasks and clarify ASK students if they have any questions before continuing. STEP 2: Definition of Terms (05 minutes) Activity: Buzzing (5 minutes) Ask students to pair and buzz in 3 minutes on the following: • What is management? ALLOW few students to respond WRITE their responses on the flip chart/board CLARIFY and SUMMARISE by using the content below • Definition of terms o Management is the process of making things done through people to meet organizational objectives. In that process a number of resources like time, human resource, funds, materials and others will be used. Among of those resources human resource is the master of all or management is the best use of resources to realize result. o A manager is a person who is vested a role of ensuring things are happening as planned and to realize results or meeting organizational goal. Or a manager is a person who makes best use of resources to meet set goals. o Process is a series of events taking place and mainly is ongoing occurrences. STEP 3: Management Concept (40 minutes) • The practice of management is key to the successful performance of professional responsibilities. Managing people, information, and systems allows the creation of an environment suitable to carry out the mission of providing pharmaceutical care. PST 06101 Leadership and Management NTA L 6 Semester 2 Facilitator Guide 23 • Often considered a second-rate subject by pharmacists, management is considered by students to be less important than traditional topics such as pharmacology or pharmacotherapeutics. • However, without the organizational structures and wherewithal of management, it would not be possible to carry out professional duties. Activity: Small Group Discussion ( 30 minutes) DIVIDE students into small manageable groups ASK students to discuss on the following question • What is management concept? ALLOW students to discuss for 15 minutes ALLOW few groups to present and the rest to add points not mentioned CLARIFY and SUMMARIZE by using the contents below • The concept is an organized ideas related to organizational management. It may be of Management theories which as well are divided into old and modern theories. • The old theories are those which tell the foundation of management like Max Weber with Bureaucratic Management and • Modern theories like System Theory of Organization. The modern theories were the improvement of the old ones. Or • Model which represents ideas in a systematic way to lead ending in meaningful message. Example of a management model is Leadership and Management Conceptual Model PST 06101 Leadership and Management NTA L 6 Semester 2 Facilitator Guide 24 Fig. 4.1: Leadership and Management Conceptual Model Management Sciences for Health, 2005 By careful observing the model it shows key functions played by leaders and managers which all ends in improving services to respective organizations. STEP 4: Reasons for Managers to Study Management and Management Theories (20 minutes) Reasons for managers to study management and management theories • Updating managers understanding to management concepts and management theories • Gives them room to merge the theories and working environment • For those who will have time, they may conduct operational research to critique the theories; example Theory X by Mc Gregory advocates that people dislike work if you want them to work they should be controlled and there after reach conclusion. • Generally, the theories guide managers to improve thinking abilities related to institutional challenges. STEP 5: Key Points (05 minutes) • Management is the best use of resources to realize result • a manager is a person who makes best use of resources to meet set goals. • The concept is an organized ideas related to organizational management • Management history started way back during industrial revolution • The theories have both shortcomings and benefits to date. STEP 6: Evaluation (05 minutes) • What is management? • Who is a manager? • What are the shortcomings of old management theories? • What are the benefits of management theories? PST 06101 Leadership and Management NTA L 6 Semester 2 Facilitator Guide 25 References Peterson A.M, Kelly N.W (2014); Leadership and management in pharmacy practice, 2nd edition, CRC press Cole, G. A (2000) Management Theory and Practice, 6th Edition: Continuum Marquis, B. L and Huston, C. J (1996) Leadership Roles and Management Functions in Nursing – Theory and Application, 2nd Edition: Lippincott, Philadelphia. Graham, H. T. and Bennett, R. (1998). Human resources management. London: Pitman. Heller, R. and Hindle, T. (1998). Essential managers manual. London: Dorling Kindersley. Mashimi J B. (2006). Uongozi na Utawala Bora na maendeleo ya Afrika. Business Image Graphic & Promotions. Saleemi N.A. and Bogonko J. B. (1997). Management (Principles and Practice) Simplified. N. A. Saleemi Publishers. PST 06101 Leadership and Management NTA L 6 Semester 2 Facilitator Guide 26 ← Previous

NTA Level 6 • Semester 1 • PST06101 Leadership Attributes in Provision of Pharmaceutical Services Leadership and Management • Source Session/Topic 3 Full source-text version: all educational wording from the extracted learning source is retained; only presenter/tutor metadata and web-layout noise are removed, while formatting is improved for readability. Session 3: Leadership Attributes in Provision of Pharmaceutical Services Total Session Time: 120 minutes Prerequisites • None Learning Tasks By the end of this session students are expected to be able to: • Define leadership attributes • Identify leadership attributes • Describe the link between leadership attribute in provision of pharmaceutical services. • Explain leadership attributes Resources Needed: • Flip charts, marker pens, and masking tape • Black/white board and chalk/whiteboard markers • LCD projector and computer • Note books and Pens SESSION OVERVIEW Activity/ Step Time Content Method 1 05 minutes Presentation Introduction, Learning Tasks 05 minutes Presentation 2 Definition of Leadership Attributes. Brainstorming 30 minutes Presentation and 3 Leadership Attributes Buzzing 30 minutes Presentation Linkage of Leadership Attributes and 4 Pharmaceutical Service Provision 30 minutes Presentation 5 Small Group Leadership Attributes Discussion 10 minutes Presentation Challenging Leadership Attributes 6 Experienced at Pharmaceutical Services 7 05 minutes Presentation Key Points 8 05 minutes Presentation Evaluation PST 06101 Leadership and Management NTA L 6 Semester 2 Facilitator Guide 17 SESSION CONTENTS STEP 1: Presentation of Session Title and Learning Tasks (5 minutes) READ or ASK students to read the learning tasks and clarify ASK students if they have any questions before continuing. STEP 2: Definition of Terms (5 minutes) Activity: Brainstorming (5 minutes) ASK students to brainstorm on following question: • What is leadership attributes? ALLOW few students to respond WRITE their responses on the flip chart/board CLARIFY and SUMMARISE by using the content below • Attributes are qualities, talents, capabilities, abilities, characteristics, etc. • Leadership attributes are all qualities of a leader which enables him to perform his roles may be similar to others or different from others. The qualities of a leader are the ones which differentiate between one leader and the other. STEP 3: Leadership Attributes (10 minutes) Activity: Buzzing (5 minutes) Ask student to buzz on the following: • What are attributes of good leader? ALLOW few students to respond WRITE their responses on the flip chart/board CLARIFY and SUMMARISE by using the content below The following are the attributes of a good leader; • Humble • Honest • Competent • Dearing PST 06101 Leadership and Management NTA L 6 Semester 2 Facilitator Guide 18 • Initiative • Loyal • Supportive • Intelligent • Ambitious • Mature • Open minded • Independent • Inspiring • Mobilizer of resources • Uniting a team • Innovative STEP 4: Linkage of leadership Attributes and Pharmaceutical Service Provision (20 minutes) • A broad minded leader at pharmaceutical will plan to improve client services by coaching and mentoring his staff to provide clear clarification of medication prescribed to clients • The inspiring leader will link services provided at pharmaceutical with clients want to be inspired by service providers like attracting them in many ways example language used, cleanliness of the environment and packaging of drugs • Generally, positive application of leadership attributes at pharmaceutical area will have a significant link with services delivered to clients and if done applied in a wrong way it will affect pharmaceutical services. STEP 5: Leadership Attributes Practiced at Pharmaceutical (20 minutes) Activity: Small Group Discussion ( 20 minutes) DIVIDE students into small manageable groups ASK students to discuss on the following question • What are leadership attributes necessary to pharmacy practice? ALLOW students to discuss for 15 minutes ALLOW few groups to present and the rest to add points not mentioned CLARIFY and SUMMARIZE by using the contents below: • Humbleness attributes should be practiced at pharmaceutical services. • Honest attribute should be practiced by pharmaceutical staff • Pharmaceutical staff should demonstrate competency attributes • Pharmaceutical attribute should initiate issues in their working environment. PST 06101 Leadership and Management NTA L 6 Semester 2 Facilitator Guide 19 • Loyalty attribute should be with pharmaceutical staff. • Pharmaceutical should be supportive to themselves as well as to clients • Maturity attributes should be demonstrated by pharmaceutical staff to make decision and to think big to improve the services. • The staff should mobilizer resources used at pharmaceutical and in the health sector. • The staff should encourage team work to raise productivity at pharmaceutical unit • They should take innovative to address challenges persisting at pharmaceutical unit STEP 6: Challenges of Leadership Attributes Experienced at Pharmacy Services (10 minutes) • Inadequate space in pharmacy area • Inadequate resources to enable leaders implement pharmaceutical planned services • Inadequate skilled personnel in leadership as well in pharmaceutical services • Inadequate motivation attributes to some pharmaceutical leaders STEP 7: Key Points (5 minutes) • Attributes are qualities possessed by leaders • Not all qualities are practiced at pharmaceutical services • The right application of attributes of leaders at pharmaceutical unit has a significant link with customer handling STEP 8: Evaluation (5 minutes) • What are leadership attributes? • Is there any link between leadership attributes and pharmaceutical services? • Does all pharmaceutical staff possess all leadership attributes? • What are the challenges of leadership attributes in pharmaceutical services? PST 06101 Leadership and Management NTA L 6 Semester 2 Facilitator Guide 20 References Peterson A.M, Kelly N.W (2014); Leadership and management in pharmacy practice, 2nd edition, CRC press Cole, G. A (2000) Management Theory and Practice, 6th Edition: Continuum Marquis, B. L and Huston, C. J (1996) Leadership Roles and Management Functions in Nursing – Theory and Application, 2nd Edition: Lippincott, Philadelphia. Graham, H. T. and Bennett, R. (1998). Human resources management. London: Pitman. Heller, R. and Hindle, T. (1998). Essential managers manual. London: Dorling Kindersley. Mashimi J B. (2006). Uongozi na Utawala Bora na maendeleo ya Afrika. Business Image Graphic & Promotions. Saleemi N.A. and Bogonko J. B. (1997). Management (Principles and Practice) Simplified. N. A. Saleemi Publishers. PST

NTA Level 6 • Semester 1 • PST06101 Leadership Theories Leadership and Management • Source Session/Topic 2 Full source-text version: all educational wording from the extracted learning source is retained; only presenter/tutor metadata and web-layout noise are removed, while formatting is improved for readability. Session 2: Leadership Theories Total Session Time: 120 minutes + Assignment Learning Tasks By the end of this session students are expected to be able to: • Describe leadership theories • List leadership styles derived from leadership theory • Explain the importance of maturity in leadership • Explain leadership challenges encountered by pharmaceutical staff. Resources Needed: • Flip charts, marker pens, and masking tape • Black/white board and chalk/whiteboard markers • LCD projector and computer • Handout 2.1: Leadership Styles SESSION OVERVIEW Activity/ Step Time Content Method 1 05 minutes Presentation Introduction, Learning Tasks 05 minutes Presentation 2 Leadership Theories Definition Buzzing 3 40 minutes Presentation Description of Leadership Theories 4 30 minutes Presentation Leadership Styles Derived from Theories 25 minutes Presentation 5 Small Group Leadership Challenges Discussion 6 05 minutes Presentation Key Points 7 05 minutes Presentation Evaluation 8 05 minutes Presentation Take home Assignment PST 06101 Leadership and Management NTA L 6 Semester 2 Facilitator Guide 9 SESSION CONTENTS STEP 1: Presentation of Session Title and Learning Tasks (5 minutes) READ or ASK students to read the learning tasks and clarify ASK students if they have any questions before continuing. STEP 2: Definition of terms (10 minutes) Activity: Buzzing (5 minutes) ASK students to pair up and buzz on the following question for 2 minutes • What is theory? ALLOW few pairs to respond and let other pairs to add on points not mentioned WRITE their response on the flip chart/board CLARIFY and SUMMARIZE by using the content below • A theory is ―a formal statement of rule or ideas which are suggested to explain a fact, event.‖ Or • Is a formal set of ideas that is intended to explain reasons of what makes something happen or exist. STEP 3: Leadership Theories (40 minutes) • Early Leadership Theories/Old Leadership theories o Two early leadership theories are the situational leadership theory and the contingency theory, in which the organizational environment is considered a major factor in leader effectiveness • The situational leadership theory suggests that leaders assume a variety of differ- ent roles depending on the situations with which they are faced. • The contingency theory o Both the situational leadership theory and the contingency theory, involve examining the employee‘s perception of the complexity of the task, which then leads to the relationship the leader must assume; that is, the relationship between the leader and the employee is contingent on the complexity of the task. • Contemporary theories/Modern theories o Two Contemporary leadership theories are the transformational leadership theory and the theory of emotional intelligence o Transformational leadership is a process through which individuals are transformed and changed. PST 06101 Leadership and Management NTA L 6 Semester 2 Facilitator Guide 10 o Emotional intelligence (EI) leadership theory, this concept merits some elucidation as it relates to leadership. Goleman and others describe EI as the ―emotional needs, drives and true values of a person.‖ • Whereas many theories help an individual understand how to lead, there remain styles of leadership that a person can adopt to influence the actions and behaviors of others. Many of the theories discussed earlier describe some form of leadership behavior. The work of Goleman in EI provides a nice framework for describing various leadership styles. Refer students to Handout 2.1: Theories resulting leadership styles. STEP 4: Leadership Styles Derived from Leadership Theories (30 minutes) Activity: Small Group Discussion ( 30 minutes) DIVIDE students into small manageable groups ASK students to discuss on the following question • What are the Leadership Styles? ALLOW students to discuss for 15 minutes ALLOW few groups to present and the rest to add points not mentioned CLARIFY and SUMMARIZE by using the contents below • In Leadership That Gets Results, Goleman (2000) describes the six leadership styles and provides empirical data showing the correlation between leadership style and overall organizational climate. • The data suggest that the authoritative style has the overall most positive effect, with the affiliative, coaching, and democratic styles also positive, with little distinction among these three. • Conversely, the coercive and pacesetting styles have, in the long run, a negative impact on organizational culture and climate. • Goleman cautions that no particular style should be used exclusively, and each has at least a short-term use. Affiliative Style o The affiliative style creates harmony and builds emotional bonds. This style primarily uses the external EIs of social awareness and social skill Authoritative Style PST 06101 Leadership and Management NTA L 6 Semester 2 Facilitator Guide 11 o The authoritative style, although sounding ―bossy,‖ is one of the most positive styles a leader can employ. It is characterized by the self-awareness, social awareness, and social skill Laissez Faire or Free-rein Leadership o Leader leaves it to the subordinates to decide and control them believing that they are competent and motivated. He believes that people will perform better if they are left free to make and enforce their own decision. This style of leadership may be successful where the subordinates are highly competent and fully dedicated to the organization. Bureaucratic Leadership o A bureaucratic leader depends upon rules and regulations developed by him. The rules specify the function and duties of every member of the organization. Such a rule-centered leadership often results in red-tape and inefficiency. Coaching Style o Similar to the authoritative style, the coaching style uses the EIs of self-awareness, social awareness, and social skill. The focus of the coaching style is to help employees improve performance over the long term. Coercive Style o This style is primarily associated with leaders displaying a strong sense of self- management, but focusing little on others. Democratic Style o Democrats are participative consensus developers. They work primarily under the participative management style. Pacesetting Style

NTA Level 6 • Semester 1 • PST06101 Leadership Concept Leadership and Management • Source Session/Topic 1 Full source-text version: all educational wording from the extracted learning source is retained; only presenter/tutor metadata and web-layout noise are removed, while formatting is improved for readability. Session 1: Leadership Concept Total Session Time: 120 minutes Prerequisites • None Learning Tasks By the end of this session students are expected to be able to: • Define the term leadership and leader • Describe types and styles of leadership • Define who is a leader to pharmaceutical context • List functions of a leader • Explain qualities of a leader Resources Needed: • Flip charts, marker pens, and masking tape • Black/white board and chalk/whiteboard markers • LCD projector and computer • Note books and Pens SESSION OVERVIEW Activity/ Step Time Content Method 1 05 minutes Presentation Introduction, Learning Tasks 05 minutes Presentation 2 Definition of Leadership Buzzing 20 minutes Presentation 3 Types and Styles of Leadership. Small Group Discussion 30 minutes Leadership Concepts and a Leader to 4 Presentation Pharmaceutical Context 5 20 minutes Presentation Functions of a Leader 6 30 minutes Assignment Qualities of a Leader 7 05 minutes Presentation Key Points 7 05 minutes Presentation Evaluation PST 06101 Leadership and Management NTA L 6 Semester 2 Facilitator Guide 1 SESSION CONTENTS STEP 1: Presentation of Session Title and Learning Tasks (5 minutes) READ or ASK students to read the learning tasks and clarify ASK students if they have any questions before continuing. STEP 2: Definition of Terms (5 minutes) Activity: Buzzing (2 minutes) Ask students to pair and buzz on the following question: • What is leadership? ALLOW few students to respond WRITE their responses on the flip chart/ board CLARIFY and SUMMARISE by using the content below • Leadership o Referring to the ability to influence the actions of others. o Leadership based on the interaction of three elements: the leader, the person or persons being led, and the situation in which both coexist. All three elements change, almost on a daily basis. o A leader is a person who voluntarily or elected by group member to lead the team to realize the set goal. o A good leader understands each of the changes and develops strategies to work with and through others to accomplish goals. o Leading is guiding or enabling group members to face challenges ending in achieving positive results. • Other definitions of leadership o Chester Barnard; ‗defined leadership as the ‗ability of a superior to influence the behaviours of his subordinates and persuade them to follow a particular course of action‘ o Koontz and O’Dannell; ‗Leadership is the ability of a manager to induce subordinates to work with confidence‘ o Allen; ‗Leader is the one who guides and directs other people‘ o Suzan Komives and her colleagues; In health care services leadership is ‗a process of one individual influencing another individual or group to achieve particular objectives. PST 06101 Leadership and Management NTA L 6 Semester 2 Facilitator Guide 2 STEP 3: Types and Styles of Leadership (20 minutes) • Types of leadership o Formal leadership  Is a type of leadership established by formal legal laws and leaders of this type are appointed in a formal way with official letters which states clearly their responsibilities. Example of formal leaders are: • Pharmacist • District Medical Officer • Member of Parliament o Informal leadership  Informal leadership is a type of leadership which exists spontaneously due to similarities of individual interests like age, sex and sports.  Leaders of this type are not appointed officially and are not binded by legal framework. Activity: Small Group Discussion ( 20 minutes) DIVIDE students into small manageable groups ASK students to discuss on the following question • What are the styles of leadership? ALLOW students to discuss for 15 minutes ALLOW few groups to present and the rest to add points not mentioned CLARIFY and SUMMARIZE by using the contents below: • Styles of leadership o Autocratic  Is a style where a leader determines what to be done by his/her followers.  Mainly is one man centered style.  An autocratic leader is the one who takes all the decisions himself without consulting his subordinates.  There is no room for subordinates to take part to influence decision made by a leader  It is characterized by maximum possible centralization of authority, close supervision, unilateral decision-making and one- way communication.  It is boss –centered leadership.  An autocratic leader is generally disliked, as there is no scope for initiative and self-development. PST 06101 Leadership and Management NTA L 6 Semester 2 Facilitator Guide 3  Behavior of subordinates becomes hostile and attention is focused upon pleasing the leader. o Democratic  Is a style where a leader gives room for involvement of all /members parties/stakeholders to ensure collective decision is made.  A democratic leader permits his subordinates to participate in the process of decision-making  This style motivates workers and builds their capacity as during the process of decision making as it gives chance for them to learn from each other.  Decentralization of authority, participative planning, and two ways communication are the main features of democratic leadership.  It is group –centred as group makes decisions.  A democratic leader is a team manager and operates according to majority opinion o Laissez – Faire  Is a style applied by a leader allowing subordinates to make their own decisions.  Under this type of leadership, the leader leaves it to the subordinates to decide and control them believing that they are competent and motivated  He believes that people will perform better if they are left free to make and enforce their own decision  This style of leadership may be successful where the subordinates are highly competent and fully dedicated to the organization o Bureaucratic  Is a style where a leader keeps applying laid down principals or regulations.  A bureaucratic leader