16-May-21

The key to growth is the

introduction of higher dimensions
of consciousness in to our
awareness
Lao Tzu

Management by Consciousness
Dr. R. Jangalwa

1
16-May-21

2
 16-May-21

Management means….
• "Management is an art of getting things done through people.”
• Who gave this definition? And When it was given?
• It was given by Mary Parker Follett (1868-1933) American social worker.
• Do you think this definition is adequate for the present-day concept of
management?
• But now we are in the age of Machine Language.
• Lets look as some definitions of Management….

3
 16-May-21

Management means….
• "Management is an art of getting things done
through people.” Mary Parker Follett (1868-1933).
• Management is an art of getting things done through
and with the people in formally organized groups by
Koontz
• Management is the process of designing and
maintaining an environment in which individuals,
working together in groups, efficiently and accomplish
selected aims by Weihrich and Koontz defined
Management and in the book Management: A
Global Perspective.
• Management is an art of knowing what to do, when
to do and see that it is done in the best and cheapest
way by F.W. Taylor

We must know about Management

1. Definitions of Management
2. Functions of Management
3. Principles of Management (scientific Mgmt, Modern
Mgmt)
4. Decision Making and Skills
5. Basic Four Skills
• Human Skills
• Technical Skills
• Conceptual Skills and
• Design Skills

4
 16-May-21

Duty, Commitment,
Workplace Involvement,
Responsible Behaviour
Integral • Openness for all
• Consideration for all • Happiness
Management • Supportive climate • Harmony
It is based on P • Prosperity
• Team Work
positive and holistic • Mutual
• Proactive-ness
approaches, which Respect
very well recognize Sacrifice, Love,
the scientific
approaches in
Family Belongingness,
Emotional Attachment
management. It
gives priority and
• Priority to family
helps in exploration • Tolerance
• Ensure work and life
of human potential • Support
balance
and attainment of • Work-life
• Support to family on the
perfection to balance etc
basis of employees
ensure proficiency
commitment
in management.. Relationship,
Social Life Protection,

Healthy Body, Healthy and Peaceful

Self Mind, Full Packed with Energy, Pure
Emotions and Wellbeing

Emotional Attachment, Belongingness,

Famil
Warmth in Relations, Care, Support,
y
Sacrifice, Love, work and life balance
Interpersonal Relations, Social
Integral Social Participation, Support in Case of
Mgmt. Life Requirement, Sharing Happiness and
Pain and Suffering
Ability, Capability, Role Clarity, Pay,
Work Performance, Innovation, Progress,
Commitment to Work etc.
Interpersonal Relations, Obedience to Rules,
Work Regulations, Policies, Supportive
Organisational Climate, Job Security, Job
place Satisfaction and Team Work, Commitment to
organisation

5
 16-May-21

Consciousness
The Stages of the Human Beings in Relation to
Consciousness
• There are varied stages like Birth, Wakeup, Sleep,
Faint (Unconscious) and Death. If one is not conscious
like sleeping or unconscious one can’t know what is
happening around us as well as one is not conscious
about self, own mind, body, emotions etc.
The Effect of Medicine and Consciousness
• If a person is given sedative then it directly affects on
our walking stage and as a result one goes in to the
sleep. In this stage one is not aware about own
consciousness and finally unaware about self and the
world.

Consciousness
Consciousness is Experiential Phenomena
• It is an experiential phenomena, a basic and sole
element which exist on its own. In reality
consciousness is inherit in existence. It gives self
awareness resulting in knowingnessness about the
world and self.

The Understanding happens in Consciousness

• One can not easily experience consciousness because
when we think or try to cognize, or identify or
understand it, the understanding itself takes place in
the consciousness itself.

6
 16-May-21

Consciousness
What is Consciousness
• It is energy and also motion. When it is not active at
the surface i.e. most physical level still it may be there
in the silent and immobile state. It is the faculty which
makes us aware about self i.e. our inner world and
outer world.

• It has the power of awareness of self and the things.

It is creative and dynamic force which can answer or
abstain to answer. It can give its reaction or abstain to
give reaction. It functions at all levels i.e. most
ethereal to most physical level.

Consciousness
• Its movement is towards transforming the mortal
life towards immortality. This progressive way of
life is known as evolution which is a result of
changes in the climatic conditions but the true
reason behind this evolution is the Evolutionary
force i.e. evolving consciousness.
• Its moment has created the world, whether the
different matter, atoms or micro-cosom are
nothing but the consciousness arranging itself.
• When consciousness forgets itself in its action it
becomes matter. This is apparently unconscious
energy becomes electron, proton and neutron and
forms the matter. There is a consciousness which
has energy and transform the matter. For
example coal transform in the Diamond.

7
 16-May-21

Consciousness
• When this consciousness wants to be liberated and
attain its purest form again it becomes life. It
emerges as plants, animals, human beings and mind
and higher levels of mind. This way life grows in the
spirit and its purest form of consciousness.
• Evolution can’t be possible without involution. This
evolution has brought the life on the advance level
where human beings are on the frontier. But one
should not forget that its final destination is
immortal life. This clearly indicates that man is the
TRANSITORY creature.
• Then it becomes life as plant, animal and human
beings and mind and progressively higher levels of
mind. This way evolution goes no higher and higher
levels.

Consciousness
 Are you well understood the consciousness now!

 Generally answer is “not sure”.

 Reason is since understanding and thinking

occurs in consciousness itself thus it is difficult
to understand what exactly the consciousness
is?

8
 16-May-21

• Universal and Cosmic Consciousness: it is functioning into the whole existence. It

includes all planets, solar systems, galaxies and cosmos. It functions inside and
outside the planets.
• Individual unless is not disciplined and sincerely purse it, he cannot even feel it.
• It too slowly and gradually transforming the whole cosmos. It treats the cosmos
as one body and one life.
• Since the span of human life is too short if compared to the transformation thus
one can not notice it easily. Therefore human being are unaware about the
evolution of matter and life.
• At material level whatever we see like rain water, sun, moon etc. all helps in
nurturing life on the earth. Further we can see particular type of coal in some
specific conditions transform it into diamond.
• Similarly in life awareness is higher because consciousness itself is aware about
self and life evolves as microcosm, plants, animals and human being and
developed mind with spiritual awakening.

• The Problem or Challenge: Since the human understanding depends upon the
life, brain, intelligence and nervous system of the body and these all are the
instruments of consciousness therefore an individual can not easily understand
what consciousness exactly is? Although by gradually establishing silence in
the mind, increasing inner harmony and peace in the whole being one can
make a deep plunge in the heart. Then one can attain purest form of the
mind, can go beyond mind and realize self and also understand the
consciousness.
• This is a long term process as our nature of mind, vital and body have their
own rigid preferences and possessions. Our nature has its own inertia which
functions as barrier to realize consciousness. But in a person is passionate and
thoroughly dedicated for it; diligently puts effort to realize it he/she can do it
very fast.
• The Cosmic consciousness is of universe, which has its own cosmic spirit and
cosmic nature. This is the basis of whole existence moving towards evolution.

9
 16-May-21

• There are three levels of realization of truth, a person can realize own existence, or
the truth of the world or absolute truth. Once an individual understands own
existence, reality of the world or absolute truth, he can widen his consciousness and
can reach to the level of cosmic consciousness. He can also understand that where
this consciousness is moving but penetrate in it, he can act upon it, or receive from
it, he can contain it.

• So individual’s consciousness is a part of this pure consciousness. As individual

feels separation from this cosmic consciousness therefore realizing it is difficult.

• Although most of the time what comes to us from this Cosmic Consciousness, as
our mind, body and vital are not silent and not in harmony therefore one can not
understand it. We need to be disciplined and dedicated to realize it. On the contrary
we have created false identity of body, mind, thought, emotions and ego. This is the
reason that we feel separation.

Caselet from Dr. R. Jangalwa

On a chilly Saturday morning in winter 1990, five of the seven founders of

Infosys met in our small office in a leafy Bangalore suburb. The decision at
hand was the possible sale of Infosys for the enticing sum of $1 million. i.e.
10 Lacs dollars means 17.80 Crs.; today’s amount is Rs. 74.5 Crs. So per
head the amount to be received was Rs. 10 cr. After nine years of toil in the
business-unfriendly India, all partners were happy because of the poor
prospects of the company and wanted to get the amount by selling it.

All were in favor of selling the company except Shri Narayaan Murthy. He
said it is better not to take such decision. When all were opposing Mr.
Murthy’s decision. He decided let they should express their opinion and
also what they feel about it. He asked them to talk. They were not having
any hope for company’s expansion. Hence were suspicious about their
future. They discussed about their future plans, laborious journey at Infosys
and challenges ahead.

10
 16-May-21

They took around four hours in their discussion and very well advocated
that their decision is right. Mr. Narayana Murthy till time did not speak.
He was listening silently. Then he asked is it your final decision. They
said yes. Then he asked are you firm and rigid for it. All were silent.

He understood the silence and then he said, then I will buy your share.
Although I don’t have single penny to buy it. But I will arrange it
somehow. The partners were knowing that Mr. Murthy right now not in
position to buy it. And they gave their passive submission to resume the
work of the company.

His decision was right as company consistently progressed and today

company’s worth is more than 100 Billion. In Indian currency it is more
than Rs. 65450 Cr.

• Finally, it was my turn. I spoke about our journey from a small

Mumbai apartment in 1981 that had been beset with many
challenges, but also of how I believed we were at the darkest hour
before the dawn.
• I then took an audacious step. If they were all bent upon selling the
company, I said, I would buy out all my colleagues, though I did
not have a cent in my pocket.
• There was a stunned silence in the room. My colleagues wondered
aloud about my foolhardiness.
• But I remained silent. However, after an hour of my arguments,
my colleagues changed their minds to my way of thinking.
• I urged them that if we wanted to create a great company, we
should be optimistic and confident. They have more than lived up
to their promise of that day.

11
 16-May-21

What you see in this regarding following aspects

Q.1 Interpersonal Qualities.
Q.2 Leadership Qualities.
Q.3 Vision
Q.4 Study on the Internet and write any 10 qualities of Mr. Murthy which is
the basis of his (his company’s progress).

Leadership
The essence of leadership lies in following things:

• Leadership is the lifting of man’s visions to higher sight.

• The raising of man’s performance to a higher standards.

• Development of personality beyond limitations.

P. F. Drucker.

12
 16-May-21

Learning out of the Infosys Story

• Humble and Good at Interpersonal Skills

• Patience in dealing with others to convince

• Able to have a long term vision

• Courageous

Leadership in Consciousness
Such leaders …………….
1. believe in Integral Management 12. do not work on the basis of power and
ego
2. work for a higher cause.
3. Set examples for inspiring others. 13. have strong value system
14. are at the service to the Divine
4. are creative.
15. work on the basis of inner inspiration.
5. are humble.
6. are Inclusive
7. are Confident
8. Truly selfless
9. Don’t believe only in profits
10. Compassionate
11. Believe in consideration

13
 16-May-21

Vision
• Ability to foresee the future is vision
• Why it is required in business and
venture?
• How it is developed?
-There must be
-interest in the business
-huge experience in the industry
-ability to analyze
-ability to synthesize.

• UNDER ARMOUR | RULE YOURSELF | MICHAEL PHELPS

• https://www.youtube.com/watch?v=mDQDTPWNcQ0
• Powerful Inspirational true story...Never give up!
• https://www.youtube.com/watch?v=kZlXWp6vFdE
• A.P.J.Abdul kalam Inspirational lesson for lifetime- How
to manage failure and success
• https://www.youtube.com/watch?v=7E-cwdnsiow
• India Inc: The story of Infosys (Aired: November 2005)
• https://www.youtube.com/watch?v=4IuqHUA2mQY
• An Interview with N.R. Narayana Murthy
• https://www.youtube.com/watch?v=DckMKo_9ECI
• The Vision of Sri Aurobindo
• https://www.youtube.com/watch?v=k0g7CUgLFT0

14
 16-May-21

Vision
• “To be a globally respected corporation
that provides best-of-breed business
solutions, leveraging technology, delivered
by best-in-class people.”

• “To achieve our objectives in an

environment of fairness, honesty, and
courtesy towards our clients, employees,
vendors and society at large.”

• Krishna
• Purpose was to uphold dharma in a rapidly deteriorating world
• He was willing to be a charioteer

15
 16-May-21

In the

Leader should be humble

• There is no room for a superiority complex due to the high position
enjoyed in the organizational hierarchy for it may result in ego-
boosting. Such a leader must look at colleagues and subordinates as
fellow-disciples and treat no work or workers as mediocre or
ignorable because in Integral Management all work is looked upon as
work for the Divine.
• Work is actually worship and the worshippers, that is, the workers,
should not be discriminated. It reminds me of an incident. Once,
someone complained to the Mother (Meera Alphasa) that people
were not working satisfactorily in a particular department. The
Mother said: “People work according to their nature and capacity. If
you are not getting satisfaction, do it yourself.”

16
 16-May-21

• In the example that is given, Mother says that people work according
to their nature. If the leader is not satisfied he must do it himself.
What does this mean? At this rate, the leader may have to do all the
work himself. Besides, there is the danger that other co-workers
might take this as an example and deliberately work below their
potential.

• Let me explain this point by narrating an incident. There was a strike

in some company as a result of which all work had come to a stand-
still position though there were some workers who did not participate
in the strike. In such a situation, some trucks arrived at the premises
carrying the raw materials required by the company. But most of the
workers did not make any move to unload the materials.
• After some time, they saw that the manager came out of the office
and began to lift the sacks with the help of some of the workers and
carry the load to the warehouse. Then he returned and repeated his
actions. For some time the workers watched what was happening.
Then some of them came forward and began to carry the load to the
warehouse

17
 16-May-21

• Most of them forgot about the strike and began to help their
employer. The manager/owner of the factory was doing the work
which none of the workers expected him to do. And they felt
embarrassed when they saw their employer executing their functions.
At the end of the day, it is the attainment of organizational goals that
matters the most. The manager forgot about his designation and
chose to work like a labourer because to him the completion of the
work had the highest priority. And while he was doing it, he was
subconsciously motivating his employees. Embarrassment can often
become a great medium of motivation.

• At a convocation event of IIT Varanasi, Dr. Kalam was invited as

the Chief Guest of the program. The stage was decorated with
5 chairs, the center one being for Dr. Kalam, and the rest for
the officials of the university. When Dr. Kalam noticed that his
chair was bigger in size than that of others, he plainly refused
to occupy the chair and offered the Vice Chancellor the chair
instead. The VC obviously could not sit on the chair. The chair
was changed immediately and a chair just like the one to be
occupied by the officials was made available for the Honorable
former President of India.

18
 16-May-21

South Africa’s governing political party, Deputy Secretary-General Jessie

Duarte, who was his personal assistant between 1990-94:
• “He always made his own bed, no matter where we traveled. I remember
we were in Shanghai, in a very fancy hotel, and the Chinese hospitality
requires that the person who cleans your room and provides you with your
food, does exactly that. If you do it for yourself, it could even be regarded as
an insult.

• So in Shanghai I tried to say to him, ‘Please don’t make your own bed,
because there’s this custom here.’ And he said, ‘Call them, bring them
to me.’
• So I did. I asked the hotel manager to bring the ladies who would be
cleaning the room, so that he could explain why he himself has to
make his own bed, and that they not feel insulted. He didn’t ever
want to hurt people’s feelings. He never really cared about what great
big people think of him, but he did care about what small people
thought of him.”

19
 16-May-21

Leader should be empathetic

• The leader has to have empathy and while dealing with the
interdepartment or inter-personal problems, he or she must see the
other side of the question as well. No anger or reproach must exist for
these elements tend to raise the same emotions in the people
involved on the other side.

• Leader should work for a higher cause and set the example
• Leader should be humble
• Leader should be empathetic
• Leader must be honest (he must do the right thing, this needs
courage and strength)
• Leader Must Be Vigilant, Recognise ones weakness and have self
control.
• Having high hopes ensures victory

20
 16-May-21

• Help men, but do not pauperise them of their energy; lead and
instruct men, but see that their initiative and originality remain intact;
take others into thyself, but give them in return the full godhead of
their nature. He who can do this is the leader and the guru.” (SABCL,
Volume 16, p. 391) ***

• 1. Autocratic Style/Authoritarian:
• “My way or the highway.” Hitler, Napoleon Bonaparte, Queen Elizabeth
1,Henry Ford.
• Used in military, coaches, politics.
• An autocratic leader centralizes all authority and decision making powers in
his or her own hands and ignores suggestions made by the subordinates.
• Orders are conveyed to the subordinates regarding the nature of the task
and process of doing it by the leader which they are expected to follow
obediently and almost blindly.
• There is only one-way communication and that too from top to bottom as
such leaders control the flow of information.

21
 16-May-21

• This style of leadership is considered to be the least effective of

leadership styles because creative ideas of subordinates are not
utilized.
• But at times such leadership can transform an unproductive business
enterprise into a productive one. It also guides the newly recruited
and inexperienced personnel.

• Henry Ford (1863-1947) documented that he made the “any color so

long as it is black” comment during a meeting in 1909

22
 16-May-21

• 2. Benevolent Style (Also known as the Affiliative Style):

• People come first
• Such leaders value their followers, keep them blissful and create
harmony among them.
• This style of leadership promotes flexibility and better
communication, builds inspiration, trust, loyalty and a sense of
belongingness among the followers.
• Since the employees are empowered with utmost freedom to do the
work in ways suitable to them, work is done in the most efficient way.
• Such leaders are loved and liked by all the employees.

• Facebook Chief Operating Officer and

founder of Leanin.Org Sheryl Sandberg is
known for her compassion and using a team
mentality to motivate her people towards
larger goals.

23
 16-May-21

• Sheryl Sandberg, pictured here with Zuckerberg, couldn't make it through

her first day back at work.
• After her husband Dave Goldberg died unexpectedly in 2015, Facebook
COO Sheryl Sandberg was suddenly a single mom with one of the biggest
jobs in tech.
• Sandberg sought the insight of grief counselors, who told her that she
should return to the office 10 days after her husband's death, to see if her
work would serve as a welcome distraction.
• She dropped off her kids at school and lasted about four hours at
Facebook. "As far as I could tell, it was a total disaster," Sandberg told
media mogul Oprah Winfrey

• Sandberg said that she had trouble focusing, rambled, and even fell
asleep in an executive meeting. That night she called Facebook CEO
Mark Zuckerberg to tell him, "Maybe it's too soon. I made a total fool
of myself.“
• He replied with, "Lots of people sleep in meetings!". He then added,
"But I think you made a really important point today," and noted what
it was. He told her that she can choose to return whenever she was
ready, but that he wanted to let her know that she helped the team
even during her difficult first day back.
• "It was the nicest thing anyone could have done," she said.

24
 16-May-21

• Sandberg would later see this phone call as a teaching moment.

Sandberg eventually compelled Facebook to double its bereavement
leave period to up to 20 days, but she told Winfrey that she also
knows the importance of small gestures. She tells employees going
through a difficult time that they can resume their full responsibilities
when they are able to, but that she still thinks they're the best person
for the job, and is quick to point out when they do good work.

• Apparently such form of leadership looks the most attractive and

advantageous of all styles but in reality it is not bereft of limitations.
Firstly, benevolent leaders provide only positive feedback on the day-
to-day efforts to his subordinates, which improves their self-esteem
but in this process their limitations may also be ignored. Since
negative feedback (and sometimes this could include constructive
suggestions) is generally not provided, employees may not focus on
self-improvement.
• Secondly, since job security exists in the organization the employees
feel that mediocre performance will be tolerated. Hence, they don’t
strive to work harder.

25
 16-May-21

• 3. Coaching Style: “Let me teach you how its done”

• Such leaders help their subordinates to identify their strengths and
weaknesses and encourage them to pursue long-term developmental goals
by enacting developmental plans and providing them with feedback.
• Such leaders delegate authority and give challenging assignments to the
employees; though such actions may delay the accomplishment of the
task, the leaders remain unperturbed because they believe in reaping long-
term benefits at the cost of small-term difficulties or failures.
• Such leaders interact regularly with the employees, clearly convey what is
expected of them and provide regular feedback. Thus, a ‘culture of
commitment’ is promoted in the enterprise.

• But the major demerit of this form of leadership is that in reality, the
leader cannot spare much time for the employees except during the
induction period.
• Once the aspirations of the employees are aligned with their
strengths and weaknesses and feedback of their performance is
provided to them, the leader does not have much to do except
follow-up.
• Also some leaders avoid this style of leadership because they don’t
possess the required skill or expertise to guide the subordinates.

26
 16-May-21

• 4. Democratic Style /Participative Style

• The democratic leadership style is based on mutual respect. It is often
combined with participatory leadership because it requires
collaboration between leaders and the people they guide.
• The democratic/participative leadership style places significant
responsibility on leaders and their staff. This is true for all
organizations — from private enterprises and government agencies to
educational institutions and nonprofit entities.

• John Gastil’s (a professor at Penn State University) definition of

democratic leadership:
• “Distributing responsibility among the membership, empowering
group members, and aiding the group’s decision-making process”

27
 16-May-21

• Indra Nooyi: Nooyi, the CEO and chairman of PepsiCo, has endeared
herself to employees. She takes an interest in the personal lives of
employees and has a vision of the company’s future. Nooyi made
news when she sent letters to the parents of direct reports to let
them know how proud they should be of their executive
adult/children. When one recruit was undecided about joining the
company, Forbes magazine reports, Nooyi called the candidate’s mom
and subsequently landed the executive. She has also made fans of
investors with smart divestitures and acquisitions, such as Tropicana,
Quaker Oats and Gatorade.

• Democratic leadership pros

• Employees have increased job satisfaction and a sense of empowerment.
• Relationships are built on mutual trust between labor and management.
• Absenteeism is lower among employees with a stronger commitment to
performance.
• Productivity increases as a result of a solutions-centric workforce that has
input.
• Creativity and innovation increase among employees through team
collaboration.

28
 16-May-21

• Democratic leadership cons

• Leaders can become overly dependent on the expertise and experience of
subordinates.
• Collaboration can consume valuable time getting input from people who aren’t in
agreement.
• Fast, incisive decisions may be difficult or even impossible, resulting in missed
deadlines.
• Relying on consensus from people who are misinformed or lack accurate data can
be costly.
• Leaders can become burdened by the challenge of overseeing experts on
collaborative teams.

• Apple survived because Steve Jobs learned how to adapt. He became a

democratic/participative leader. Jobs started out as a charismatic/laissez-
faire leader, and Apple soared. Then he became an autocratic leader, and
Apple’s board of directors requested his resignation.
• When he returned to Apple more than 10 years later, Jobs combined
several leadership styles and added democratic/participative to his
repertoire. He hired other experienced leaders and entrusted them to
excel. Jobs encouraged his lead designer Jonathon Ive, and he mentored
manufacturing expert Tim Cook, now CEO. He let them make key decisions.
• That’s why Apple survived.

29
 16-May-21

• 5. Pacesetting Style: Key Phrase: “Let’s dream big and set standards”
• Such leaders are quite focused on what they crave and support their ambitions
with concrete goals; they set high standards of performance and themselves
adhere to such standards. Such leaders are passionate about improving and
increasing productivity and quality and expect the subordinates to meet the
desired expectations.
• They identify the slow-performers and under-performers, intervene when a
subordinate is found to lag behind, give them a chance to improve themselves,
and no change is observed they also don’t hesitate to terminate such
subordinates and bring in new recruits.
• Such form of leadership is never popular among the subordinates who feel
claustrophobic by the leader’s demands for continuous improvement in
performance. It de-motivates the employees whose morale begins to dwindle.

• Freedom to work in the way of one’s choice is seldom given to the

employees which results in the emergence of inflexibility,
irresponsibility and lack of creativity. Since the employees get no
chance of knowing where their efforts would fit into the gala vision of
the organization their commitment towards the work tend to fall.
• Example: Apple co-founder and CEO Steve Jobs was a remarkably
creative and a diligent worker, but domineering and bullying if
employees did not meet his high standards
• Bill Gates

30
 16-May-21

6.Transformational Leadership
• Examples: Larry Page (CEO & Co-Founder, Google), Mark Zuckerberg (CEO,
Facebook)
Key Phrase: “I can do it better”

These leaders know that transformation is what is going to make their

company succeed within a given industry. They challenge the status quo by
introducing a new way of doing something. Be it a new way to consume
music or to connect with people online, these leaders are innovators in
every sense of the word. Google’s CEO Larry Page recently stated, “We still
feel computers are pretty bad,” and there can be more work done to make
it better.

• Strengths:
1. Finds a better way of doing something
2. Can spot what is not working more easily than any other leaders
3. Can cater to niche markets
Weakness:
1. Can put people off with the amount of risk involved, as they
sometimes challenge market leaders
2. Can conflict with people who resist change

31
 16-May-21

• 7. Bureaucratic Style: The leader who follows the bureaucratic style of

leadership formulates rigid rules, regulations and policies and abides
by them and makes the subordinates do the same as well.
• They specify the exact way in which the assigned work should be
done by the subordinates who execute the work with the least
commitment. Since the employees are expected to reach only a
minimum level of performance to ensure continuity of their jobs, they
don’t strive to work hard and put in much effort. In a way they are
encouraged to work less effectively and with minimum efficiency.

• 8. Laissez-faire or Free Rein Style: Key Phrase: “I’ll give you the tools and autonomy to execute”
• Such a style of leadership denotes empowering the subordinates with complete freedom; the leader
allows the subordinates to formulate polices and programmes and decide upon the various lines of
action to be undertaken. It is a group-oriented leadership in which the members train themselves up
and provide their own motivation (they don’t depend on their leader for motivation or boosting
morale).
• The leader acts as a liaison between the group and external parties and brings information to the
group for its future course of action. Passivity is an essential characteristic observed in the leader
who does not give directions but acts as a role advisor and allows the subordinates to take
decisions.
• Delegation of authority is done at the fullest level.
• The advantages of such a style of leadership are many. The followers are satisfied with their jobs
and are motivated to work more effectively. It reaps best results if the subordinates are qualified,
competent and responsible people. Productive capacity is fully utilized so there is maximum
productivity.

32
 16-May-21

• But there are several demerits as well of such a style of leadership.

The leader acts only as a spectator with no significant involvement in
any of the processes; therefore, this cannot be an ideal role of a leader.
Since decision-making process is heavily decentralized and decisions
are implemented in an equally decentralized manner, hence, a lack of
coordination and integration may be felt. Since laissez-faire is a liberal
control system where the subordinates enjoy more freedom, managing
them becomes difficult and therefore the management becomes weak.

• Warren Buffet is known for his laissez faire style of leadership.

33