Benefits Of Autocratic Leadership Commerce Essay

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In this style leaders tell their employees what they want and how they want it accomplished, without getting the advice of their followers. Some of the appropriate conditions to use it is when you have all the information to solve the problem, you are short on time, and your employees are well motivated.

The autocratic leadership style is can be used in situations where control is necessary, often where there is little margin for error. When conditions are dangerous, rigid rules can keep people out of harm's way. Many times, the subordinate staff is inexperienced or unfamiliar with the type of work and heavy oversight is necessary. Rigid organizations often use this style. It has been known to be very paternalistic, and in highly professional, independent minded teams, it can lead to resentment and strained morale.

Benefits of Autocratic Leadership

Group projects require strong leadership. Without it, nobody gets a full understanding of what is required of anybody else. Unfortunately, that often means that some group members procrastinate and wait for others to do the work. In the end, the project suffers. If your group plans to work online at all, you should really think about electing a strong leader. This leader should be willing to take charge, divide the work, and set deadlines. He or she must take full control. Communication is difficult enough when it comes to group work, but when technology is involved it often breaks down completely.

If your group attempts to communicate via email or other electronic communication, strong leadership is an absolute must! It is wise, when working in a group, to assign a strong leader with some autocratic tendencies.

Some people tend to think of this style as a vehicle for yelling, using demeaning language, and leading by threats and abusing their power. This is not the authoritarian style, rather it is an abusive, unprofessional style called "bossing people around." It has no place in a leader's repertoire.

Good fits for Autocratic Leadership




Example: - An autocratic leader is a dictator.

Hitler, Stalin, Mussolini, Pol Pot (in Cambodia), Idi Amin (Uganda). These were all autocratic rulers.

Colonel Gaddafi was a autocratic leader of Labia before the civil war they are having now because people don't want him as a leader no more.

Democratic Style

In this style the leader including one or more employees in the decision making process. However, the leader maintains the final decision making authority. Using this style is not a sign of weakness; rather it is a sign of strength that your employees will respect.

This is normally used when you have part of the information, and your employees have other parts. Normally a leader is not expected to know everything. So this is why you employ knowledgeable and skillful employees. Democratic style is of mutual benefit: - It allows them to become part of the team and allows you to make better decisions. (

Examples of democratic leadership:

Asking all group members for ideas and input.

Voting on the best course of action in a project.

Asking group members to work with their strengths and provide input on how to divide the work.

Threats of Democratic Leadership

It doesn't take too much imagination to think of ways that democratic leadership could backfire during a group project. As you probably know, some members of a group will work well in their own work and complete all work in a timely fashion. But there are other workers who will do their work in laziness and that can lead to disaster. If you are a natural democratic leader, it might be necessary to learn some traits of the autocratic or bureaucratic leaders and tap into them as necessary. Always have a backup plan on hand

Examples of leaders: -

Modern political leaders are good examples (john key, George Bush, Sarcosie, JFK, David Cameron)


Autocratic Style

Hitler is a good example of Autocratic style because he thought it was the only way to fix Germany.

Hitler and his administration were responsible for the deaths of millions of Jewish people.

A dictatorship is one in which all power lies with one person or form of government.

Next example of Autocratic style Leadership was leader of 'Labia' Gaddafi.

He was creating his roles for Labia Government.

Because of this he was famous as a Dictator.

Democratic Style

John Key is a relevant example of Democratic style of leadership.

Key is the National Party's Prime Minister of New Zealand. He always worked in Party not like as Dictator Hitler. He joined the party in 2001 and become leader of the party in 2006.

He help the national party to won the election after 9 years and end to the Labor-led government of nine years under Helen Clark.

David William Donald Cameron is very good Democratic Style Leader. Prime Minister of the United Kingdom.

According to David William " feel good about being Conservatives again "

He wanted "To switch on a whole new generation.


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Cultural awareness is important for every leader to help members of a multicultural culture team identify. Without some sort of formal cross-cultural awareness training it is difficult for multicultural teams to identify areas that need attention. Cultural awareness becomes central when we have to interact with people from other cultures.People see, interpret and evaluate things in a differentways. What is considered an appropriate behavior in one culture is frequently inappropriatein another one. Misunderstandings arise when Iuse my meanings to make sense of your reality.

Cultural differences manifest in many ways. Within a multicultural team, a person's cultural background will impact how they act and behave. There will be differences in areas such as communication, attitude to towards conflict, approaches to task completion and decision making styles unless people come to realize these differences between cultures.


Becoming aware of our cultural dynamics is a difficult task because culture is not conscious to us. Since we are born we have learned to see and do things at an unconscious level. Our experiences, our values, and our cultural background lead us to see and do things in a certain way. Sometimes we have to step outside of our cultural boundaries in order to realize the impact that our culture has on our behavior. It is very helpful to gather feedback from foreign colleagues on our behavior to get more clarity on our cultural traits

The Treaty of Waitangi

Around this time, there were 125,000 Maori and about 2000 settlers in New Zealand. Sealers and whalers were the first Europeans settlers, followed by missionaries. Merchants also arrived to trade natural resources such as flax and timber from Maori in exchange for clothing, guns and other products. As more immigrants settled permanently in New Zealand, they weren't always fair in their dealings with Maori over land. A number of Maori chiefs sought protection from William IV, the King of England, and recognition of their special trade and missionary contacts with Britain. They feared a takeover by nations like France, and wanted to stop the lawlessness of the British people in their country.

He Treaty of Waitangi place duties on the Crown and its agencies in relation to Maori. The Department of Correction's responsibilities under the Treaty of Waitangi are underscored by the over-representation of Maori in the criminal justice system.

Based upon these duties, and the focus on reducing reoffending by Maori, the Department has developed the following Treaty of Waitangi Policy Statement:

The Department of Corrections aims to be a role model for other Government Agencies by encouraging Maori participation and ensuring that it conducts its business in accordance with the Treaty of Waitangi by:

Forming partnerships with Maori

Recognizing and providing for Maori interests

Being responsive to Maori needs, and

Ensuring equality of opportunity for Maori.

Cultural awareness should aim for clear outcomes. Be aware of, and sensitive to, the following areas :

Meeting, greeting, and developing rapport with offenders.

How to ask offenders about their ethnicity and cultural identity.

How to give cultural advice that will assist in working with offenders.

An awareness by each Probation Officer of their own skill levels in working with offenders across cultures.

Each Probation Officer being clear about their own cross-cultural abilities and limits of knowledge.

Knowing when to refer offenders for specialist cultural assessments.

Knowing when to approach cultural advisors for advice.

Impact of delaying the process

Regrettably the costs from an administrative perspective are increasing. The delay has also meant frustration levels amongst the stakeholders are high. The diminishing community tolerance has also meant that more radical elements from all sides of the spectrum gain momentum. Race relations also deteriorate as a consequence. 
The nation is still looking behind us rather than to the future. 
The negative economic impact for the nation is also significant. There is an unnecessary stalling of the Maori economy, particularly in relation to economic development and ensuring that particular large groupings of Maori have an adequate economic base upon which they can springboard. 
One only has to look at some of those who have already settled their historical claims to show what is possible, and the potential where fair and durable settlements are achieved. 
The lost opportunities for so many Maori who have yet to reach a settlement is huge, I say in the billions of dollars. 
Overall the delay and flaws with the existing process are not only incredibly negative for Maori, but most importantly, bad for the nation as a whole, both economically and socially.

Look at what has happened with Tainui since they've turned things around. Just the other day a multi-million dollar deal was done with the Warehouse. What better expression of tino rangatiratanga in my view than to be able to flex your economic muscle and choose whether or not to enter into certain business ventures/joint ventures. South Taranaki is starting to gear themselves as a result of their settlements.

As I said before it is good business to get on with it. It is good business to resolve historical Treaty claims. It is good business for Maori to start looking ahead to the future and looking at opportunities rather than constantly being required to look back to grievances. It is good business to ensure that expenditure is not wasted. It is good business to unlock the Maori potential, which is being held back by the current process. (Orange, 1989)

The involvement of experienced business people within the processes to sit alongside those already there is the key to success. The business sector can also utilize their experience to ensure that matters are dealt with expeditiously and not dragged out over many, many years unnecessarily. Indeed business people may be the catalyst for change in the process that is desperately needed.

Issue the challenge to the Business sector.

In my view there are numerous opportunities for those who are prepared to step up to the plate. The skills that those in business possess are urgently required by respective whanau, hapu, and iwi to assist them through these very complex times ... and to get Maori out of the Treaty sector morass.

In conclusion I say again that the relevance of business and the Treaty of Waitangi is very clear. (Calman, 2003)


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Calman, R. (2003). The Treaty of Waitangi. New Zealand: Reed Books.

Orange, C. (1989). The Treaty of Waitangi. Wellington, New Zealand: Bridget William Books.


Social responsiveness essentially means that as a leader in business you are not only concerned with making profit but you also focus on being responsible for social development. It is not all about how smartly and wisely you can lead the world but also that you are not ignoring the values such as decency, integrity, and simple morality of those who follow. Being socially responsive means adjusting your decision-making strategies to be in alignment with your values and morals while also respecting the values of your employees, customers and business associates -better known as your stakeholders. This will fulfill your stakeholders both personally and professionally and let them know how your decisions affect the others around you.


The message is getting through that 'command and control' leadership is obsolete. A different leadership style, one that depends on influencing others rather than 'telling', is required to deal with current market complexities and fast-paced environmental changes.
Traditional leadership worked well in less turbulent times where companies ran on simple departmental lines - and the CEO had time to think and plan with other executives. Communication was straightforward, markets were predictable, and people delivered consistently. But few businesses run this way. Many, Nokia being a prime example, are fluid networks where power no longer comes with the position you hold but through your ability to influence others to act. BP, once a traditional organization, now has many network overlays where people interact with peers to get things done. Our environment influences us to some extent but we are influenced directly by colleagues. We rarely think or act in isolation at work - we influence, and are influenced by, what our colleagues say and do.

We expect leaders to emphasize what is important and influence others to act - perhaps create a new business structure, customer service, or a different world view. 'A lack of leadership' generally means the leader has allowed things to remain unchanged. We expect good leaders to find a way around obstacles through influence and persuasion - to be determined, have a clear vision, understand the context, find new solutions - and still take people with them.

All leaders have an influence on others, and that influence can be enhanced. Leadership training courses and development programs has, for some years, been helping people learn how to influence others by first analyzing their own style and then developing ways to increase their influencing repertoire.

This influential leadership capability - sometimes called 'informal leadership' - has been with us since organizations were born. Ask yourself: 'Who gets most things done around here?' The answer will point up the informal leader, perhaps a team member, who has an expansive network of contacts - from the post room to the chairman's personal assistant. Informal leadership emerges through interactions in regular meetings or teams, for example. In these situations people influence each other to develop informal leadership, as people become known for particular knowledge, or ideas to mobilize action. In this way leadership may not always come from the formal 'boss'. (Rath & Conchie, 2008)

In New Zealand business or leadership line JOHN KEY is very famous name.

He is the prime minister of New Zealand since 2008.

How Social Responsibility effect on performance of NZ leader (John Key)

Business leadership and social responsibility, it is not only about making the "touchy-feely" decisions. Remember that a good and genuine business leader knows how to lead by integrating business and social relations together.

Now New Zealand is a multicultural country. So in this situation John Key use proper culture awareness in his leadership style.

Normally John Key covers all his Social Responsibilities in his Political line. (

Things that count as great leadership in socially responsible businesses.

1. Being prepared to challenge the logic of your industry.

2. Doing something because it is the right thing to do, and then working out how to make it pay.

3. Understanding that the leaders set incentives and sometimes the bottom line is the wrong incentive.

4. Understanding when to follow the rules, and when to use common sense in the face of unintended outcomes.

5. Knowing that just because people around you see you as a leader, it doesn't mean you're a good one.