Republic of the Philippines

ISABELA STATE UNIVERSITY

Cauayan Campus

HUMAN RESOURCE MANAGEMENT

(COMPILED WRITTEN REPORT)

FOMBRUN MODEL

Background Check
The two university of Warwicks, Scholars, Hendry and Pattigrew, are the pioneers of the
Fombrun Model.

- Fombrun is said to be the first Model in HRM Analytical tool framework to clarifu the
existence of the organization’s performance and helping to identify the key of HR
activities around it.

- The model was formed in 1984 as a way to enhance organization’s effectiveness and to
adopt HRM Principles that constantly practiced.

- Fombrun Model focuses on the individuals and the orgabization performance output as
a whole. It sees that the people can alter the effectiveness of the compant in the four
functions listed.

Selecetion
- it is the process of finding a suitable individual who can complete the job required to be
effectively and provide the company valuable contributions.

Appraisal
- A Comprehensive measurement of the employees’ performance and an appreciation of
the individual’s potential in their personal growth in the company.

02. it also inspires workers and to obey with statory regulations.

HUMAN RESOURCE DEVELOPMENT

- A concept used to develop the workers through training and personal career
development may affect development may affect the organizations’ performance. It
focuses on the growth to provide and refine the skills that are related to the existing and
potential employement of workers along with any upcoming organizations’ activities or
implementation.

PROS AND CONS

PROS
Simple, Committed to organizational growth and Efficient
CONS
Incomplete and Unitarist
HRM MODEL: THE WARWICK MODEL

I. Introduction
Human Resource Management has many models that assist businesses in managing
their personnel effectively to meet their goals and one of them is the Warwick Model
developed by the researchers, Chris Hendry and Andrew M. Pettigrew at the University
of Warwick in the early 1990s.

This model identifies and classifies important environmental influences affecting HRM. It
recognizes the business strategy and HR. This is useful for recruiting and selection
because internal and external circumstances should be considered while developing an
organization's strategy. The five elements of Warwick Model are: Outer context, Inner
Context, Business Strategy Context, HRM Context and HRM Content.
 II. Elements of Warwick Model

Outer context

This includes external factors such as politics, technical environment, laws,

competencies, and socio-economic conditions of a place that guide the inner context of
the company.

Political-legal factors include political system, role of government in business, various

government policies related to business operations, laws formulated by governments,
both central and state levels.

Political-legal factors affect human resource management practices in the following

ways:
I. Governments prescribe policies from time to time related to management of human
resources. These policies have to be adhered by all the organizations which are covered
by these policies.
II. There cannot be discrimination among employees on the basis of sex, religion, or
place of origin.
III. In certain sectors, at least prescribed percentage of total employees must be selected
from personnel belonging to backward classes, scheduled tribes, and physically
handicapped.
IV. Employee remuneration, safety, working conditions, and industrial relations systems
must conform to various legal prescriptions.

Economic factors are those factors which give shape and form to the development of
economic activities and include factors like nature of economic system, general
economic conditions, various economic policies, and various factors of production
including human resources.
Out of these, factors that influence human resource management practices are
population and workforce, workforce market conditions, national income, and inflationary
pressures.

Technical - factors consist of sum total of knowledge providing ways to do things. These
include inventions and techniques which affect the ways of doing things, that is,
designing, producing, and distributing products and services. Technology affects an
organization in two ways- (i) defining nature of jobs and (ii) affecting human resource
management practices.

(i) Defining Nature of Jobs:

Technology is a major source of productivity increase. Various jobs in an organization

being performed by individuals are determined by the technology being used for
conversion process. Thus, technology determines the type of skills to be possessed by
job performers.

As the level of technology improves in an organization, skill requirement also increases.

For example, in knowledge-based companies like in information technology, skill
requirement is quite different as compared to industrial companies. For
knowledge-based companies, knowledge workers are required.

Even in industrial companies, those opting for highly automated technology require
human resources with different skill set as compared to companies opting for
non-automated technology. HR professionals have to select and train human resources
accordingly.

Technology not only affects the internal operations of organizations but it also affects
how human resource professional’s work. By linking computers, fax machines, copiers,
printers, and the likes, information related to human resources can be disseminated
more quickly.

With that information, human resource planning can be better facilitated, decisions can
be made faster, and communication with employees and external community can be
enhanced.

(ii) Affecting Human Resource Management Practices:

Technology has changed human resource management practices in the following areas:

a. In recruitment and selection, the total process has been reduced to such an extent that
the entire process can be completed within a very short time. By posting jobs on the
Internet, required information is assimilated quickly; applications from prospective
candidates can be received quickly; even interviews can be conducted through
telephone; result of selection process can be communicated electronically.
It may be mentioned that most of the IT companies and many of the forward-looking
companies in other sectors send appointment letters to the selected candidates through
the Internet.

b. In training and development, technology is dramatically changing how HR

professionals are training and developing employees. The Internet has provided
opportunities to deliver specific information to employees on demand; visual display
terminal (VDT) is being used to make training programs more effective.

In fact, various training media are also making it possible to send employees for training
without having them to physically transport from one location to another.

c. In communication, technology has paved the way for open door policy, a policy which
is must in the present business environment. Open door policy implies that anyone can
communicate with anyone in the organization without being limited because of
hierarchical pressures.

Organization’s websites and the Internet have made open door system workable.
Human resource professionals use these media to share information with employees.

d. In the surveillance of employee behaviour, technology is playing crucial role. Instead

of monitoring employee behaviour physically, this can be done through technology
whether the employees are located at a single place or dispersed across the globe. In
fact, many multinational companies adopt this mode of monitoring the behaviour of their
employees.

e. In today’s environment, a major concern before HR professionals is to maintain proper

work-life balance for employees. Organizational jobs have become demanding. This
feature takes lot of employee time. If time taken in commuting to and from office is added
to this, employees have no time to their personal life.

Technology has paved the way for emergence of virtual office which is devoid of a
central place, known as office; no commuting of employees is required; they are linked
through information technology. Therefore, they can work from any place. This helps
them to maintain proper work-life balance.

Competitive - refers to the quality of the employees who cannot be copied, unlike
company's systems and processes.

It comes down to the fact that companies with better employees have the competitive
advantage. HR is important as it helps in creating strong competitive advantage through
their personnel management policies – productivity and employee happiness is an
advantage that often results in superior customer service, which helps drive sales.
Inner Context

The inner context consists of factors within the organization (micro-environmental forces)
such as CULTURE, STRUCTURE, POLITICS, LEADERSHIP, TASK TECHNOLOGY
and BUSINESS OUTPUT.

Culture - shared sense of purpose, vision norms, values, beliefs, tradition and
ceremonies.

Structure -determines how the roles, power and responsibilities are assigned, controlled,
and coordinated. (Policy, Performance, Practice)

Political/Leadership

 To be able to manage his own and others positive and negative emotions
 To be able to control emotions in the institutions effectively
 To be able to create an environment of appropriate levels of job satisfaction

Task-Technology is the interdependence between an individual, technology and task

(activity carried out by individuals to produce the required output) characteristics.

 This is required to be growth oriented and competitive

 Those institutions cannot survive that do not keep human resources fully trained
and developed.

Business Outputs are the actions that contribute to achieve the outcome such as:

 Investment
 Allocation of budget
 Planning a structure
 Society demand model
 Expenditure Model
 Output

Business Strategy Context

Objectives - this is where has to set its objective on the basis of culture, structure,
leadership, task- technology and business outputs.

Product Market - to send a developed personality to the society where he could adjust
himself easily and inspired a wide range of members of the society. It demands
extraordinary structured and skilled system of provision of education to make it scope in
the society.
Strategy and Tactics

HRM Context

HRM Context is the fourth element of Warwick model that refers to as human capital. As
with other business assets, the goal is to make effective use of employees reducing risk
and maximizing return on investment.

First, we have the Role pertaining to knowledge of skills, professional development, and
competitive advantage. Having skill knowledge is important due to the fact that every
personnel in the organization should related to one another as they do their respective
jobs. this is in fact understanding their co-workers on how they work and oversee their
own discipline. Professionalism is very important in an organization. Being professional
means to develop an ethically shaped mindset. professionalism develops a human being
inside and out because of the fact that the person is capable of situating himself into a
unified form of skill---being ethical. And lastly, competitive advantage. Being competitive
to achieve a goal is normal and undertaken for certain changes. How do we achieve a
goal? Increase the rate of competitiveness in order to establish a structured settlement
for the organization.

Second is the Definition referring to consistent treatment and ability to understand and
view conflicts towards being resolved. It is important that we comprehend that an
organization needs a concept of job description and analysis in order to establish a good
environment for the employees and to build lasting relationships and progress. The
definition of HRM context subscribes the best way of being with other employees and
developing ethical dilemmas.
Third factor is the Organization that corporates a better workplace environment, proper
management of the organizations, affairs, evaluation of employee’s performance, and
competitiveness in a good sense. It is necessary to evaluate each employee’s
performance for them to receive reasonable amount of compensation for their efforts and
lesson for the organization.
Fourth is the HR Output that includes the training of qualified employees, suitable for
executing their duties and responsibilities for the overall benefit of the organization.

Role

 Knowledge of Skills
 Professional Development
 Competitive Advantage

Definition

 thoughts of job description

 consistent treatment
 standard of performance
 employee motivation
 resolving conflicts

Organization

 A better workplace
 Proper Management
 Competitive Advantage
 Selection, orientation, guidance, performance evaluation

HR Output

 skilled and qualified staff

 employee’s satisfaction through fair wage
 talent management
 eliminate the risk of neglected hiring
 refreshers of new concept
 motivation

HRM Content

HRM Flows

 Inflow -recruitment and selection

  Through Flow -promotions and lateral career moves
 Outflow - resignation, retirement, dismissal and redundancy

We have the HR flows that includes the inflow, through flow and outflow. What do we
mean by inflow? It is the action of people or things arriving somewhere and the
recruitment and the selection of employees take place or occur. Meaning, before an
employee enters the organization, of course there will be recruitment first then the
selection of the qualified employee comes next. Then we have the through flow wherein
the lateral career and promotions happen meaning there will be career change where an
employee moves from one position to another with of course little change in their salary,
title, or level. Next, we have the outflow wherein the resignation of employees, retirement,
dismissal and redundancy happen. Resignation is when employee is leaving the
organization for any reasons which may include better opportunity or any other personal
reasons, that’s resignation. Retirement is when an employee reached the age set by the
organization or the voluntary retirement due to some health issues and work conditions.
While redundancy and dismissal are the act of ordering or allowing someone to leave.
Like when a role is no longer needed when the company closed.

Work Systems

A system in which human participants and machines perform work (processes and
activities) using information technology and other resources to produce products or
services for internal and external customers.

Work systems with the goal of providing value for its customers, not just to operate
consistent with its own specifications and help companies decentralize decision-making
to improve firm performance and profitability.

Reward Systems

These are all the monetary, non-monetary and psychological payments that an
organization provides for its employees in exchange for the work they perform. This will
increase staff motivation and help drive the team towards the goals of the organization. If
an employee understands that the organization appreciates the effort they are putting in,
it is likely to motivate staff to perform their duties efficiently so they can benefit from the
reward scheme.

 enhance skills
 devotion
 motivation
 competitive advantage
 to streamline the disadvantage group
 raising RPI - result performance index
Employee Relations

These focuses on creating and delivering people practices which develop - and maintain
- positive working relationships between an organization and its people.

 ask for input - inclusion in strategic decision making

 communicate the institutional vision and mission - co-relation of their role to the
institutional vision and mission
 recognize a job well done -recognizing their efforts
 promote work-life balance
 offer career development opportunities

III. Advantages and Disadvantages

Advantage

The major advantage of the Warwick model is that it shows the environmental impacts
that affects the management. It gives idea on how to respond on such impact so that it
can lessen the problems along the way. It balances the relationship or the effects of
internal and external situations. With this, the disagreement inside and outside the
organization, the Warwick Model provides a comprehensive approach.

 It explores how HRM responds to environmental changes by mapping the

relationships between external and environmental factors. An organization that
successfully aligns its external and internal environments will inevitably achieve
performance and development.
 In general, the Warwick model of HRM attempts to balance the effects of internal
and external situations, especially when there is disagreement. Two contexts
provide a comprehensive approach, which provides context and content.
 The introduction of HR affects both internal and external environments, directly
and indirectly through social forces.
 A major advantage of the Warwick model is that it recognizes and classifies
significant environmental impacts on HRM.

Disadvantages

This simply means that model fails to make clear, how, and in what ways
HR-instruments like recruitment, selection, appraisal and rewarding as part of the
HR-content contributes to strategy formulation and performance.
The lack of a clear feedback loop between internal HR practices and external company
outcomes is the model's fundamental flaw. Instead, feedback loops must filter through
several contexts, causing them to become muddled and making it more difficult to
discern which inputs cause which effects.

IV. Conclusion

The Warwick model's key strength is that it considers how HRM should respond to
variations in the macro-environment. It also provides a helpful framework for HR
planning and as an HR manager or stakeholder in the human resource field you can
apply this model to your firm if you think this model fits with your attitude and
employees. Warwick Model mainly focuses on three things, the leadership,
organization structure and culture.

 The role of HR must parallel the needs of the changing organization.

 Successful organization are becoming more adaptable virulent, quick to change
directions and costumer centered.
 Every organization should have to face and solve the challenges for the
sustainable development of the organization.

HARVARD MODEL

STAKEHOLDER INTERESTS.
a. Stakeholders - They are classifi ed as the Management, the HR, the government,
and the employees. The interests of the stakeholders are also important: the
profi ciency of the Management and their ideals leads the organization into
success and consistent progression and the employees satisfaction can help
them work productively and eff ectively along with other employees as well.
Overall, the stakeholders have an impact in the organization.
b. Management - Careful management of an organization leads it into satisfaction
and respect on the part of the employees. The Stakeholders contribute to
Management because all of them have a say on it, since the overall welfare of
the organization is at stake. Bad management leads to dissatisfaction and low
performance.
c. Employee Groups - The aim of Employee Groups is “unifi ed diversity.” They
share common goals and objectives and utilize their diff erences to create a good
and sustainable working environment. They communicate and remain unifi ed
despite varying degrees and characteristics present within them.
d. Government - The government has a pivotal role in terms of industrial
relations and workplaces, guaranteeing the regulation and to uphold the
constitutional rights of the employees and the organization, at large. The
government regulates and intervenes on the trade union representation
through social legislation, assuring that all employees get equal representation.
e. Community - The community contributes to HRM because the community
serves as the “receiving agent” of the organization’s outputs. The community
can express their satisfaction towards the organization and its performance
that aff ects them in view of the fact that the community is also a part of the
stakeholders and shares a common perspective.
f. Unions - A union (labor groups, etc.) is offi cially an organized body or group
that intervenes on behalf of the workers of a specifi c company or all of the
companies concerned. They arbitrate disputes involving wages, working
conditions, benefi ts, job security, and employment conditions. Their major
concern is about workers’ welfare and security.
II. SITUATIONAL FACTORS.a. Workforce characteristics - It is important that the
stakeholders are concerned
about the characteristics of the workforce. In that way, they are able to
examine each member of the workforce and assess their performance level and
give them a reasonable amount of incentives. Moreover, it also guides the
management on how they could use the workforce as an important asset within
the organization.
b. Business strategy and conditions - It is the process of strategizing and making a
future-oriented plan for creating, maximizing and utilizing competitive
advantages to achieve the organization’s mission and goal. To successfully
execute the plan, each designated personnel or department should align their
strategy to the overall strategy.
c. Management philosophy - This revolves on the management’s beliefs and
assumptions about the people inside the organization—their nature, needs,
values, and varying approaches at work. They observe and assess the people,
respectively. In line with that, they are responsible for forming a sustainable
and developmental workplace, wherein, all employees work productively and
happily to attain the overall goal.
d. Labor market - This is where the employees and the employers meet. The labor
market consists of the “supervising agents” (employers) and the “supervised
agents” (employees). They interact to harmoniously form a bond that could
help the organization at large, especially in terms of strategies and logistics.
e. Unions - Formation of unions that intervenes with an organization’s aff airs is
important. It is how resources are carefully scrutinized and used for the benefi t
of the community, the organization, and the society at large.
f. Task technology - It provides for a meaningful and essential adjustment of
management metrics. Usage of technology in accomplishing various tasks
enables the people in the organization to familiarize themselves with helpful
softwares and certain digitalizations. Furthermore, the management can take
this opportunity to provide online courses and seminars to enrich the
employees’ capabilities and skills.
g. Laws and societal values - Through social legislation, the works and rights of
the employees are protected and sanctifi ed. Through societal values, the
organization establishes moral regulation and conformity on rules and
guidelines settled.
III. HRM POLICY CHOICES.a. The policy choices within an organization includes: (1)
Employee infl uence, which
encourages the employees to work productively towards a particular goal, (2) Human
resource fl ow wherein the organization undergoes a cycle of recruitment, training and
performance development, (3) reward systems which denotes the incorporating
incentives of the employees, and lastly, (4) work systems which gives the employees
and
the employers a gist of working hours, systematize salary standardization and
incentive giving.
IV. HR OUTCOMES.
a. The HR Outcomes are as follows: (1) Commitment which prescribes hard work and
consistency to achieve a goal, (2) Competence which denotes excellence and effi
ciency,
(3) Congruence refers to the overall compatibility of employees on their respective jobs
and workplaces, and (4) Cost-eff ectiveness means being effi cient in the use of money.
It
refers generally to the creation of good results without spending so much money.
V. LONG TERM CONSEQUENCES.
a. This includes: (1) individual well-being that gives an overall satisfaction of every
individual in the society and the organization, (2) organizational eff ectiveness wherein
the organization is eff ective in sustaining and supplying the needs of its employees and
the society as well, and (3) societal well-being constructs the satisfaction of the society
on the actions of the organization at large

Guest Model
Guest model was developed by David Guest in the year 1997, and it emphasizes on the
assumption that HR managers has specific strategies to begin with, which demand
certain practices and when executed will result in outcomes

HRM strategies pertain to improving the organization of the department itself to

be as productive and efficient as possible

While HRM practices pertains to what are the tasks to be done by our human
resource managers may it be hiring for vacant positions, training personnel
can help employees learn the skills they need in their current roles and introduce
leadership skills and software knowledge they will need in the future. One form of
training, apprenticeship, allows employees to start as trainees and progress to a
higher-level role.

Compensation plays an important role in Human Resource Management to boost

overall performance and efficiency of employees working in the organization

Lastly relation or relationship management is done by the HR managers because

it is the key to keeping your employees engaged and motivated other than that
 organizations with good work relations can build a flourishing commitment with
each other which will foster success in the future

HR OUTCOMES
Commitment is an important factor to consider from an employee because
engaged employees are engaged with their work and will finish their task faster
if not earlier than the expected deadline, while employees who are not committed
will not only affect the general moral of the whole organization but they will also
affect the flow of work in the workplace.

Quality of hire is one of the most important metrics for any HR department—but
it's also one of the hardest to track. Evaluating how much value each new hire is
adding to your organization takes time, effort, and a deep understanding of your
company's needs.

Workplace flexibility emphasizes the willingness and ability to adapt to change,

particularly regarding how and when work gets done. In a flexible workplace, the
needs of both employee and employer are met. Workplace flexibility is often used
as a tool for retaining and engaging employees

With that being said the first 3 parts really impact the behavioral, performance and
financial outcomes.

Behavioral outcomes can be subdivided into 3 subsets and these subsets are
continuously interacting in the work place for it to be considered productive.
1. Motivation
2. Cooperation
3. Organizational citizenship

Firstly, what motivates personnel or employees?

 Motivation can be divided into two parts external and internal factors which
can affect or influence the performance of employees when performing
certain tasks
External motivation examples produce high quality work, when doing
 Pay raises this a great deal of satisfaction is felt by
 Bonuses employees
 Threat of termination

Internal motivation pertains to a personal

desire to overcome a challenge or to
Cooperation is also known as teamwork is referred to the ability of a group of people to work
cooperatively with diverse teams, work groups or organizations to achieve group and organizational
goals or tasks.

Organizational citizenship pertains to behaviors that are positive and constructive employee actions
that aren’t part of their formal job description

Performance outcomes refers to the effects of the motivations aforementioned above, some can take
this positively which can boost their productivity and will also increase the quality of the work they do,
and when there is a positive effect there are some negative effects to some employees which can lead
to low productivity, absenteeism and worse the turnover of works to other people
Financial outcomes can be termed as to what are the profits of the HR managers when hiring certain
people and how they positively affect the profit of the organization itself
ROI or return of investment is the main measurement of human capital that business owners use to
compare an employee's value to their expenses. Human capital ROI (return on investment) is a ratio
that shows you how much your business earns compared to employment costs

Delegative Leadership Style

is a process that helps leaders to delegate tasks and responsibilities, in which leaders allow
employees
to make decisions. It helps keep an organization focused on achieving goals. Here, the employees are
the delegative people who can best determine whether it’s time for action. The delegative leadership
style is the new way of running a successful business.
However, it is more effective, efficient, and realistic than the traditional leadership style. Here, the
leaders can maximize the ability to engage and empower employees. Thus, it simultaneously enriches
their focus on the critical priorities in their areas of influence. In fact, it can be achieved by delegating
authority, responsibility, and accountability to employees at all levels of the organization.
Delegative Leadership Characteristics
In an increasingly complex and unpredictable world, leadership is not a matter of choice or instinct
but rather a skill to be learned. Disciplined followership requires the ability to build and maintain
strong relationships with people at all levels. With this in mind, it’s important for leaders to
understand the characteristics of delegative leadership so they can take advantage of it when
appropriate.
• Confidence:
In a world of uncertainty, confidence is a core character of delegative leadership style. Delegative
leaders are likely to be more confident in the decisions they make and have fewer doubts about their
skills or abilities than their direct reports. It is easier for them to delegate tasks and then trust others to
carry out their work.
• Positivity:
It is a really exigent part as a characteristic of this leadership style. Many researchers have found
positivity a key character that plays a crucial role in determining the success of teams. Recently, new
research investigates whether the presence of positive emotions affects how delegative leaders
influence their subordinates' behaviors.
• Sense of Humor:
Being delegative means delegating your responsibilities to other people. The main characteristic of
this leadership style is a sense of humor. How does it work? In delegative leadership, you want to
share the responsibility for the achievement of the goals with other people, and a sense of humor is a
way to communicate this message.
• Passion:
The nature of delegation is to make your leadership style flexible. And delegative leadership style
focuses on the employee’s passion, interest, and ability. It is a leadership style that allows you to
adapt to changing circumstances. Likewise, it helps you build a team of employees.
• Creativity:
Creativity, in the sense of creating something new, is a key to delegative leadership. But, there is a
problem. Most leaders fail to see their own creativity and may not know how they can inspire it in
others. In fact, leaders can leverage this approach to create innovative projects and strategies.
• Inspiration:Now, at this point, we must be familiar with another crucial characteristic of delegative
leadership.
You know what; it is such a style of leadership that encourages alliance and empowerment of
subordinates. It means delegating tasks to your employees, entitling authority to make decisions.
Delegative Leadership Advantages and Disadvantages
Advantages
• Highlighting The Expertise:
This style emphasizes understanding what your team members can do and then empowering them to
be their best. For obvious reasons, the delegative leaders trust their team to make the right decisions.
In addition, these people are also willing to play a critical role in helping others see the problem from
a different perspective.
• Knowing The Ways Of Back Away:
Delegative leaders know when to back away. They do not want to take over a project or responsibility
on what they are beyond actual qualification. Delegative leaders give authority back to the person
they are accountable to, in most cases the manager, if they feel they can’t complete the task on their
own.
• Creating Satisfaction:
A study from the University of British Columbia has been conducted on the relationship between
satisfaction and performance of employees. Here, it shows that employees who work under
delegative leadership report greater satisfaction with their jobs. They find their leader as a source of
inspiration and encouragement.
• Using Skills Strategically:
Delegative leaders have skills and talents that are needed by their teams. They have the ability to
delegate tasks, help others achieve goals, and work collaboratively with them to achieve objectives.
They share power, communicate clearly, and involve everyone in decisions.
Disadvantages
• Taking Background Role:
This leadership style, in other words, is also known as a hands-off or executive coach style. It allows
executives to focus on the big picture and leave the details to their team. Delegative leaders give up
control of their projects, leaving that responsibility to their teams.
• Being Unconcerned About Cohesiveness:
It is a major disadvantage of delegative leadership. Cohesiveness is the glue that holds a team
together. If you have no concern for cohesiveness, then you are unaware of how to maintain your
team’s ability to work together as a group.
• Avoiding Responsibilities:
It is a big disadvantage of delegative leadership. In fact, the leader does not take ownership of those
tasks and expects them to complete them well. However, this form of leadership comes with its share
of challenges. Especially, you consider that those who perform the delegated tasks are not always
accountable for the outcomes.
When the leaders have delegated their responsibilities to a team member, the first thing that comes to
mind is: “Now they are free.” But if they are not careful, this freedom could come at a price.
Conclusion
With confidence, we can state that delegative leadership style is workable and popular. Most
importantly, it involves giving power to subordinates, rather than taking it. That is why; it has gained
popularity with employees in recent years. Likewise, the practice of this leadership can bring positive
outcomes for the organization.
In fact, we can name several benefits of delegative leadership include. For instance, it creates more
open communication between leaders and subordinates. Besides, this style brings greater motivation
among subordinates. So, the leaders may take this pathway in operating the business.

AUTOCRATIC LEADERSHIP

I. Introduction

Leadership is the ability of an individual (or a group if individual) to influence and guide followers
or other members of an organisation to make something happen, progress or to set, achieve and
accomplish challenging goals, take fast and decisive action when needed, outperform the competition
and to inspire others to perform at the highest level that they can.

Whereas, autocratic leadership, also known as authoritarian leadership, is characterised by

individual control from all over all decisions and little input from the group members. It involves
absolute authoritarian control over a group.

Autocratic leaders typically make choices based on their ideas and judgements and rarely
accept advice from followers. By virtue of their position, the leader extensively monitors and
scrutinises employees and determines policies reward and punishment.

II. Characteristic of Autocratic Leadership

Characteristics is often a distinctive mark, feature, attribute, or property of an individual or thing.

Characteristics of autocratic leadership, it is inherent that organisations under this leadership rely on
the leader’s decision for the system to work. Autocratic leaders typically make choices based on their
ideas and judgments and rarely accept advice from followers. Moreover, employees are most likely to
feel that they are kept in a box as the work environment is stringent to allow creativity and freedom of
expression. With that being stated, these only show that having autocratic leadership does not bring
any good to the employees. From having inflexible policies, and being restrained to doing something
on your own. Autocratic leadership is not a stable long-term solution to the problem of public goods.

III. Positive Side of Autocratic Leadership

Despite its seemingly pejorative connotation, autocratic leadership has some tangible benefits.
This leadership method guarantees accurate performance and constant output by having leaders
provide clarity to the workforce as they give clear guidelines. Additionally, authoritarian leaders
effectively ensure that the organisation is confident as they have a clear vision of success and provide
people with clear direction. Furthermore, as employees are less likely to squander time under this form
of leadership, productivity is increased. Finally, since leaders do not need to work together or
communicate with the workforce, this leadership style encourages quick decision-making as there is
no opportunity for debate. As a result, autocratic leadership offers significant benefits that guarantee
the advancement of the organisation.

IV. Negative Side of Autocratic Leadership

Autocratic leadership has a detrimental effect on the organisation and employees. Autocratic
leaders prefer to make decisions in a quick manner causing them to be receptive towards feedback
from employees — this attitude discourages employees from feeling that they can share feedback with
other employees regardless of their role. Moreover, as autocratic leadership tends to be tyrannical,
they rarely value or seek input from the employees which essentially lower employee morale.
Furthermore, all the pressure is put upon the leader as employees tend to depend on the decisions
they make. As a result, the effects of autocratic leadership on the organisation, employees, and leader
is detrimental as they may feel restrained and overwhelmed.

V. Ways to be a Successful Autocratic Leadership.

Despite its benefits and pitfalls, there are ways to be a successful autocratic leader. As
autocratic leaders rely mostly on their decisions and inputs, they should have a sense of
self-motivation and esteem to lead the organisation to its success. The whole component serves as
the “motivational factor” of an autocratic leader. An autocratic leader should have the way in which he
motivates the people that they lead. They must know how to carefully strategize and completely
understand and comprehend the situations and factors affecting the organisation that he's overseeing.

VI. Conclusion.

We conclude that autocratic leadership is a forceful style of leadership where power is

centralised in the hands of one person or a small group of people — without acknowledging input
from others. Moreover, this leadership will be helpful in situations where a business faces constant
change or a crisis. Organisations under this leadership will be able to react to the situation promptly
compared to other leadership styles as of streamlined organisational structure and quick
decision-making ability. Thereupon, autocratic leadership promotes group stability and anarchy, but
over time, it has a negative effect on the organization.
PARTICIPATIVE LEADERSHIP

Introduction:

We all know that Good leadership is essential to the success of any business, in order to become an
excellent participative leader you need motivate employees and can be a good morale booster in the
right environment. as a leader you must keeps the conversation on track and lays out the topics to be
considered but everyone in the team has a voice.

What is participative leadership?

Participative leadership - is a style of leadership in which all members of the organization work
together to make decisions. It is also known as democratic leadership, as management teams
encourage all employees to participate.

•what are the characteristics of a participative leader must posses.

A participative leader must be an open-minded person who is open to advise and feedback that will
help the organization or community to succeed. They help raise morale by taking suggestions from
those under them and then incorporating them into the plan of action.

Conclusion.

Being a participative leader is not simple. Rather than employing a top-down approach to managing a
team, everyone works together for the decision-making process and address company issues,
sometimes employing an internal vote to address problems or challenges

There are four styles of participative leadership

•Consensus participative leadership

In consensus participative leadership, the leader does not have additional power over other group
members and works exclusively as a facilitator. To reach a decision, all members of the organization
must agree.

The goal or decision might have amendments or negotiations until all parties can agree.

•Collective participative leadership

In collective participative leadership, all responsibility falls equally on the group. The leader will help
facilitate, but all group members are responsible for the process and outcome. The majority of the
group must agree to proceed with a decision. Employees work together to decide on changes before
establishing new processes or policies.

•Democratic participative leadership

In democratic participative leadership, the leader has more power than the group. The group provides
ideas and suggestions, and voting may occur on the outcome, but the leader has the final decision on
what action to take. Leaders may gather information through surveys or interviews and decide what
changes an organization might make.

•Autocratic participative leadership

in autocratic leadership

the leader holds even more power than a democratic style. There is less precedence on the group's
ideas and more on the leader. Even if employees provide unique inputs, the leader can still override
opinions with their own decisions.

•The advantage of Participative Leadership

Increase engagement.

Boost morale

Foster collaboration

Encourage independence.

• The disadvantage of Participative leadership

Slower decision-making

Potential pressures

Increased costs

Lack of knowledge

In Participative leadership they need to work together to make a decision therefore trust is very
important employees need time to build a relationship with the people they're making decisions with,
so they can both become invested in the outcome of the decisions and also believe their vote is worth
something. so in this research that we conducted about participative leadership we learned that "trust
enhances and creates the stable foundation for employees and their organizations".

What is transformational leadership? A model for motivating innovation

The transformational leadership style inspires workers to embrace change by fostering a company
culture of accountability, ownership, and workplace autonomy.
Thinkstock

What is transformational leadership?

The transformational leadership approach encourages, inspires, and motivates employees to innovate
and create the change necessary to shape the future success of the company. This is accomplished
by setting an example at the executive level through authenticity, a strong sense of corporate culture,
employee ownership, and independence in the workplace. Transformational leaders are change
agents in the business, who can identify innovative and shifting trends in technology, and then help the
organization embrace that change.

Transformational leaders inspire and motivate their workforce without micromanaging — they trust
trained employees to take authority over decisions in their assigned jobs. It’s a management style
that’s designed to give employees more room to be creative, look to the future, and find new solutions
to old problems. Employees on the leadership track will also be prepared to become transformational
leaders themselves through mentorship and training.

Transformational leadership theory

The concept of transformational leadership started with James V. Downton in 1973 and was expanded
by James Burns in 1978. In 1985, researcher Bernard M. Bass further expanded the concept to
include ways for measuring the success of transformational leadership. This model encourages
leaders to demonstrate authentic, strong leadership with the idea that employees will be inspired to
follow suit.

While Bass’ transformational leadership theory dates to the ’70s, it’s still an effective leadership model
practiced today — this style of authentic leadership (Authentic leaders place their emphasis on people,
values, and ethics, creating a culture of authenticity, transparency, and honesty that ensures all
employees are empowered and heard.)
never changes, just the environments it’s used in. It’s applicable across every industry, but it’s
especially vital to the fast-paced tech industry where innovation and agility can make or break a
company.

Transformational leadership model

Four main elements define the transformational leadership model and style. These factors were
developed by Bass in 1985 to help define what transformational leadership looks like and how to be
successful as this type of leader:

 Idealized influence: The most important thing you can do as a transformational leader is
to lead by example. Employees will look to you as a role model for behavior in all areas of
the workplace. If you lead with authenticity, employees will pick up on that behavior and
feel inspired to maintain that high standard for performance. It’s not about manipulating
employees into working hard, it’s about leading by example and positively influencing
others through a commitment to trust, transparency, and respect.

 Intellectual stimulation: To help create change, it’s important to challenge long-standing

beliefs in the company and push the status quo by encouraging innovation, creativity,
critical thinking, and problem-solving. Transformative leaders should help employees feel
comfortable exploring new ideas and opportunities that can inject innovation into the
organization. You want to establish an environment that welcomes growth and gets
everyone excited about digital transformation and other important initiatives in the
organization.

 Inspirational motivation: As a transformational leader, you will need to encourage your

team to feel attached and committed to the vision of the organization. You want to ensure
employees feel as committed to these goals as you do as a leader by giving employees a
strong sense purpose, rather than attempting to motivate them through fear.

 Individual consideration: Employees need to feel a sense of independence and

ownership in the overall business goals. As a transformational leader, it’s important to
understand every employee is a unique person within the company and will have specific
needs, mentorship styles, and their own contributions to the company. These leaders will
tailor their coaching and mentorship styles to the employee and help them reach goals
both inside and outside of the organization.

Transformational leadership characteristics

Businesses want transformational leaders who display an “executive presence,” according to David E.
Ulicne, senior director of executive education at Carnegie Mellon University’s Heinz College of
Information Systems and Public Policy.

“The most important attribute for the success of the CIO would be their ability to articulate their vision
and gain support of key stakeholders.” It’s a skill that takes practice, and you’ll need to “build
your storytelling skills” by presenting at conferences and symposiums, and even recording yourself
delivering speeches and asking your PR or media team for “constructive feedback.”

According to Bass’ model, transformational leaders set themselves apart from other types of leaders
by doing the following:

 Encouraging the motivation and positive development of followers

 Exemplifying moral standards within the organization and encouraging the same of others

 Fostering an ethical work environment with clear values, priorities, and standards
  Building company culture by encouraging employees to move from an attitude of
self-interest to a mindset where they are working for the common good

 Holding an emphasis on authenticity, cooperation, and open communication

 Providing coaching and mentoring but allowing employees to make decisions and take
ownership of tasks

Transactional vs. transformational leadership

Transactional leadership is the exact opposite of transformational leadership — it relies on motivating

employees through rewards and punishments. It requires supervision, oversight, organization, and
performance-monitoring. This leadership model doesn’t try to innovate. Instead, it’s rooted in keeping
things consistent and predictable over time. Errors and faults are closely investigated, and the overall
goal is to create efficient, routine procedures.

This style is best suited to departments or organizations that require routine and structure — areas
where businesses want to reduce chaos or inefficiency. But it doesn’t allow for innovation or future
planning the same way transformational leadership will.

Transformational leadership, on the other hand, supports agile environments, especially where failure
carries less risk. You want the development and maintenance of a current product to remain consistent
and error free, but you don’t want that to hinder the progress and growth of future updates and
improvements.

Transactional leadership takes care of creating a consistent development process, while

transformational leadership leaves people free to come up with new ideas and look at the future of
products, services and ideas.

Compiled Written Report Prepared by:

Zion Maramba - Magondacan

BSLM 1-A

“Enjoy The Little Things in life for one day you’ll look back and realize they
were the big things”

*Compiled Written Reports based from the sent documents on the group chat