Principles of Bureaucratic Leadership
Dalia Salman
Principles of Bureaucratic leadership
Leadership Style The art of leadership is to think of the leaders as steward in terms of relationship, assets, legacy, momentum, effectiveness, of civility and values (DePree 14). The leaders’ should leave behind their personal interest and promote the interest of their group. A good leader should be the role model of its constituents and his decisions should be respected and obeyed by the members. There are three standing behaviors of a leader. ❖ Goal oriented – leaders should be set in one course that will promote interest for their members. A good leader knows what steps to be done and what goals are to be achieved. He sets the priorities right in accordance to the welfare of his group and tries his best to meet the ends of his actions. ❖ Involving – good leaders knows what direction the group must head. He involved himself on the actions of the group and leads the members into the goals it seeks to achieve. He is involving in a sense of making himself responsible to the decisions and seeks of perceptions from his members. ❖ Engaging – this is a behavior of the leader wherein he is committed and competent in his work. He engages himself to his members and gives his member more time to understand his decisions and his character as well. This characteristic of a leader is well loved by his people. The above states outstanding characteristics of a leader which can also be considered as factors on why leaders are effective in their members. Leaders should be competent and effective in a sense they perform their duties and responsibilities to take care on the welfare of its constituents. Just like leaders, managers should improve his relationship with its employees. However, certain managers have different styles depending on the nature of business and the actions of the employees. Different styles are used to address the condition the business is experiencing. One popular style
Principles of Bureaucratic leadership
Leadership Style The art of leadership is to think of the leaders as steward in terms of relationship, assets, legacy, momentum, effectiveness, of civility and values (DePree 14). The leaders’ should leave behind their personal interest and promote the interest of their group. A good leader should be the role model of its constituents and his decisions should be respected and obeyed by the members. There are three standing behaviors of a leader. ❖ Goal oriented – leaders should be set in one course that will promote interest for their members. A good leader knows what steps to be done and what goals are to be achieved. He sets the priorities right in accordance to the welfare of his group and tries his best to meet the ends of his actions. ❖ Involving – good leaders knows what direction the group must head. He involved himself on the actions of the group and leads the members into the goals it seeks to achieve. He is involving in a sense of making himself responsible to the decisions and seeks of perceptions from his members. ❖ Engaging – this is a behavior of the leader wherein he is committed and competent in his work. He engages himself to his members and gives his member more time to understand his decisions and his character as well. This characteristic of a leader is well loved by his people. The above states outstanding characteristics of a leader which can also be considered as factors on why leaders are effective in their members. Leaders should be competent and effective in a sense they perform their duties and responsibilities to take care on the welfare of its constituents. Just like leaders, managers should improve his relationship with its employees. However, certain managers have different styles depending on the nature of business and the actions of the employees. Different styles are used to address the condition the business is experiencing. One popular style
Cited: DePree M. 1990, “What is Leadership?”, Strategy and Leadership, vol. 18, no. 4, pp. 14-41 Styhre, A., 2007, The innovative bureaucracy: bureaucracy in an age of fluidity, Taylor & Francis Rainey, H., 2009, Understanding and Managing Public Organizations Essential Texts for Nonprofit and Public Leadership and Management, John Wiley and Sons, PA Webb, M. 2008, A Case Study of Pennsylvania Police Leadership Styles and Training Implications, ProQuest