(3) Laissez-Faire Style
The style where a leader entrusts their staff to set their own targets or manage their tasks so that they may perform their own work in the way that they judge best. A leader with a strong interest in maintaining harmony in their office is more likely to take this approach. This type of leader tends to display the following behavior.
・Use phrases such as "I will leave it up to you." or "Do as you like."
・Entrust their staff with making their own work plans.
・Do not interfere in what their staff are doing.
・Give general instructions to their staff and give them free hands to follow these through.
・Send staff themselves to their boss to report about the progress of their work.
・When staff wish to consult them over something, they provide advice but never give instructions.
・Make their staff evaluate their own work performance and expect them to revise their operations by themselves if need be.
3 Leadership Style Most Fitting to the Circumstances
There is no particular answer as to which is the best of the above three leadership styles. Depending on the situation, the leadership style taken must be that which is most appropriate to the circumstances at hand. This may be influenced by the circumstances surrounding the supervisor, the staff or the work itself. Supervisors are required to choose a leadership style best fitted to the circumstances surrounding the work. They must not stick to one particular leadership style in the belief that it works well in every circumstance but be flexible and adapt their approach accordingly.
(1) Situation of Supervisors
If a supervisor leaves their office for an assignment or training, it will prove difficult to continue a command style of leadership. Laissez-faire is generally the most appropriate style of leadership in circumstances such as these. When a supervisor transfers to another section and is a newcomer to the office, they may find that they are unable to take a command style of leadership immediately. A command style of leadership under circumstances such as these would prove well off the mark. Respect must be extended to the current situation or history related to the work. Until they fully understand the overall picture, participation or a laissez-faire approach would be more appropriate. In addition to this, when a supervisor is involved in a high priority task, they may have to leave other business to the hands of their staff.
(2) Situations of Staff
If a supervisor takes a laissez-faire style of leadership with new recruits or staff who are not industrious in their work, they may be confused or lose confidence. They may even take advantage of the situation and cut corners in their work.
If a supervisor, on the other hand, gives detailed instructions to staff who have long years of experience and are well acquainted with the job, they may feel that they do not have the confidence of their supervisors. They will lose motivation to carry out the work and may even put forward some form of resistance to this supervisor.
Generally speaking, when the knowledge, ability and motivation of staff is poor, a command style is the most appropriate. As they develop knowledge and ability, a participation style would be better. When in all probability the staff will perform the tasks without fail, a laissez-faire style would be appropriate.
