Question 03

Part B

Explain the advantages and disadvantages of Laissez-Faire leadership, and discuss the

distinction between Laissez-Faire and pseudo transformational leadership with sufficient

examples.

In any Firm, leaders make decisions, and each leader has a unique leadership style based on their talents
and personality traits. Laissez-Faire leadership and its approach, characteristics, benefits, and
drawbacks. Arbitrary leadership is regarded as both poor and superior, whereas laissez-faire leadership
is precisely the opposite. Leader’s delegate numerous choices to their staff in this setting. This distinct
leadership style is not widely accepted, but we cannot dismiss it due to its beauty and benefits. It aids in
increasing staff productivity and job satisfaction.

The French phrase 'Laissez Faire' means "keep it alone" or "let it be so". It applies to businesses that
promote initiative-based independence and innovation. Instead of monitoring specific job
responsibilities and micro-managing individuals, laissez-faire leadership empowers people to be more
creative in their work and achieve organizational goals. Laissez-faire, also known as "agent leadership",
is best suited for each employee's skills as well as the workplace environment - forward-thinking and
resourceful people. Employees can use their skills to perform jobs as long as they do not interfere with
the company's operations. (Gayan.g,2022)

One of the complaints leveled towards laissez-faire leadership is that it focuses on successful people
rather than solving pressing societal concerns.

In other words, laissez-faire leadership prioritizes the demands of those who receive the greatest
benefits. This can be a conflict with corporate liability objectives. Other management approaches, such
as employee leadership, place a premium on corporate social responsibility. Aims to meet the needs of
customers, communities and special groups. (Gayan.g,2022)

However, when viewed as a management style rather than an economic ideology, laissez-faire
leadership, such as transformational and employee leadership approaches, can be used effectively to
bring about positive change.

For example, a laissez-faire executive in charge of the research and development division of a
pharmaceutical or biotechnology company may be surrounded by highly skilled professionals to devise
new treatments for the treatment or cure of cancer. A team led by a Lyceum-Fair leader does not
underestimate the manager's goals more than a team led by a democratic or authoritarian leader.

Laissez-faire leadership advantages

Laissez-faire leadership styles are most effective at the top of the organizational hierarchy, where
executives delegate authority to teams of specialists such as directors. Groups focusing on research and
development, as well as conceptual or creative endeavors, require autonomy. Leadership Strategies that
are Unconstrained Decisions are made by managers and senior personnel who are experts in their fields.

Positive laissez-faire management style:

Allows veterans to accept personal responsibility for their successes and failures and to act effectively.

It motivates people to act optimally and gives them the freedom to make proper judgments that cannot
be made in a more organized environment.

Increases successful performance and promotes retention of veterans in creative contexts that promote
automated decision making.

Development and learning

It creates opportunities for learning and development. Thanks to the company’s strategy, employees
can learn on their own. They will quickly gain work experience.

Independence

Employees are more likely to innovate when they are given the freedom to make their own decisions .
Employees with high skills and expertise prefer not to work in a predominant environment. When
people are given the opportunity to work, their productivity naturally increases.

Make quick decisions

Because there is no micromanagement, making quick decisions is simple. Employees have the authority
to make decisions and resolve problems without seeking approval.

However, in order to reap the benefits, certain requirements must be met. For example, if you have a
highly skilled team with enough experience to work independently, this strategy will work very well.
Lyceum-fire leaders have a staff that can work independently and can achieve organizational success
with minimal oversight.

Disadvantages of Laissez-faire leadership

Laissez-faire leadership can cause more difficulties than solving in companies, projects and
environments. The organization suffers when teams or team members do not have the skills, expertise,
or motivation to complete an initiative.

Unique laissez-faire leadership style:

As a result, companies, groups or groups are not responsible and fail to achieve their goals.

Indicates a failure to adequately instruct, educate, or train individuals with poor performance.

Teams result in inefficient time management, which results in confusing goals and loss of time.

-Confusion

Because the team receives minimal advice, they can be confused about their job and the clarity of the
task.
-Isolation

Too much freedom can lead to isolation and limit the opportunities for team building. Because the
leader is not always there, employees lose interest in their projects.

-Liability is low.

Some incompetent leaders see this as a way out of their inferiority. When objectives are not met,
executives are quick to blame the team and individuals.

People rarely associate with the Lyceum Fire leadership government as examples of laissez-faire
leadership. However, authority and decision-making had to be delegated to professionals in many
historical examples of large-scale operations directed by political leaders. Many of these examples
included large-scale infrastructure projects that would be impossible to complete without some type of
laissez-faire leadership.

A leader who "eats his own motives, thirsts for power, and is ruthless and exploitative, distorts moral
ideas" is classified as "pseudo-transformational leadership." However, there is limited research on the
impact of pseudo-translational leadership on organizations. This concept is discussed in some literature,
but it is not important for investigation. Modelling and pseudo-translation leadership are still in their
infancy. Many studies of bad leadership, according to a research gap, focus on a leader's personality
traits or the interaction between a leader and followers. No complete study has been conducted aimed
at expanding and identifying the symptoms associated with unwanted organizational changes caused by
a pseudo-translation leader. In addition, there is a gap in the literature for identifying organizational
differences that followers can identify to warn of negative leadership that can be controlled based on
the leader’s observed behaviors and actions. (Burns ,1978)

Transformational leadership is the process by which an individual interacts with others and develops a
relationship that enhances the motivation and morale of the leader and follower. These leaders care
about the needs and intentions of their followers and strive to help them reach their full potential.
Mohandas Gandhi is an example of transforming leadership. Gandhi raised the expectations and
aspirations of millions of people and he too changed. A manager who seeks to improve the
organizational principles of his or her company to reflect a more humane standard of fairness and justice
is an example of transformative leadership in the corporate sector. Management and followers can
emerge from this process with a strong and high set of ethical principles. Transformational leadership
training has shown that leaders can enhance their self-efficacy (Mason, Griffin, and Parker ,2014).

Definitions from the literature were used to define pseudo-transformational leadership. Organizational
ideas such as structural change, for example, have been developed. Collective thinking can also be
difficult to detect in organizations with new leadership. Identify examples of transformation processes
often encountered by individuals in organizations that can help followers identify the leadership style
they are experiencing. Current research "defines the signs and timing of organizational cleansing." In
most cases, a sole executive or managing director runs the business, but a German technical and
commercial director can share authority and responsibilities. An active universe is a variable-variable
relationship. laissez-faire the relationship between leadership and perceived inefficiency is a dynamic
universe. Everywhere, the nominated leader is often considered inefficient and unsatisfactory by his
subordinates who neglect their responsibilities and duties. Universal of different functions is the most
dynamic rubric. There is almost always a positive, significant connection between charged charm and
satisfaction. However, government economists found a slightly negative correlation between the large
sample of supervisor ratings. (Burns ,1978)

Burns, J.M. (1978). Leadership. New York: Harper & Row

Gayan.g (2022) Laissez-Faire Leadership Style. Available at: https://blog.vantagecircle.com/laissez-

faire-leadership-style/ (Accessed: 23 May 2022).