Laissez faire leadership style and management styles theory

Laissez faire style simply means a "delegate" approach to leadership. Many researchers have found out that those children who grow under laissez-faire leadership establishments, happen to be the less productive in any group.

This was also reinforced by these children making more demands upon their leader, as researchers have come to ascertain, amidst showing little in terms of cooperation as well as the inability to work more independently.

Most laissez faire styles offer no or very little guidance to the members of the same group, amidst leaving the making of decisions to other group members.  As much a it could be overtly effective in those situations where most employees or members happen to be highly qualified and skilful in their area experience and know-how, it has often led to poor roles definition plus a sheer lack in motivation.

In this leadership style, the head or leader only  sets that overall priority or instruction, where then he gets out of the way so that things can be left to run on their own.

With the usage of this leadership style, the leader just accepts wholesome responsibility for many of the decisions that come into fruition, though the decision-making has been left to his team.

Also, the team members are also left to evaluate, analyse and transform issue and all problems just as they come.

Laissez faire is very appropriate for mature and acute senior teams, which have a track record of proof and have confidence in handling lots of issues. The most pitfall and shortcoming of this type of leadership is strictly failure.

In case of anything going wrong, the leader has no clout to blame his team, but a chance to see his shortcomings.

But in each management style, or leadership style, the motivation towards good leadership and overall output of members or employees are held up within the management theories, that offer a dimension for all leaders to use for the realisation of their utmost goals. Leadership without goals is failure in management.

Some of these theories include the Hawthorne model or experiments, which lay emphasis on human relations. In this model, the work-place lightning did improve the productivity during the experiment and after, that is, within the groups.

It has thus reinforced the fact that individuals are not those rational and covert economic beings as assumed by the classical theorists, as well as the emphasis of social interaction and the improvement of people's work once they have been valued.

Other theories of management include the rule set or bureaucracy, stipulated by Max Weber and gave the world the red tape, since it lays emphasis on rules and overall regulations. Also, the scientific theory of management by Frederick Taylor brought out the notion that each task must be scientifically and also rationally optimised for overall productivity, which was perfected by the Ford Company and the monetary incentives involved brought perfect results.

Lastly, the process approach theory by Henry Fayol has been clear in leadership styles and in all management levels, even in laissez faire, as it lays much emphasis on planning, organising, coordinating, commanding, controlling and even the staff and line principles. The theories are not leadership styles but they harness the existing leadership and management styles.