Ideal Organizational Leadership

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Organizations are conglomerates of different types of people with different skills, natures, styles, characteristics, likes and dislikes. Human resources in organizations are full of diversity. In such environments, it is unlikely that particular types of leaders would command the respect and admiration of all the employees. A charismatic leader is an asset to an organization in many fields but considered a liability in the matter of grooming second line of leadership. An autocratic leader is absolutely necessary for getting work done in a regimented way but may not be liked by skilled and intellectual employees. Similarly almost all types of leadership have their own advantages and disadvantages. The big question then is “What type of leadership is a real asset to an organization?"


The question is not difficult to answer if one goes by the nuances of successful human resource management. Given the diversity in human resources in the organization, a successful leader would be one who is an admixture of all types of leadership. Such leader would be autocratic where it is demanded, will be charismatic while projecting the image of the company, will be patronizing obedient and learning employees and will be intellectual while dealing with the skilled work force. In short, he gets into a suitable garb of leadership type, as demanded by the situation and circumstances.

The answer to the above question is that a leader is an asset to an organization when he is not regimented but would switch into different roles as demanded by the situations. Such leaders win the awe, respect and admiration of the employees. Employees under such leaders work not merely for their salaries, but they also work with a feeling that they are working for their leader. It is such feeling that brings the best out of an employee.


            There are different types of leaders to manage and direct the organizations.

Important among them are

(1.) Democratic leaders, who take decisions after initiating suggestions and participation from


the employees


 (2.) Autocratic leaders who excessive pressure on employees for getting work done. They are insistent on prevalence of their own decisions.


 (3.) Charismatic leaders, who try to enthuse their followers by their own dynamism and energy.

 (4.) Bureaucratic leaders who are very keen on following rules without leaving scope for improvisation.


  (5.) Laissez-Faire leaders, who give liberty to the followers to do things their own way. They are most suitable for leading teams of highly skilled workers.

   (6.) People-oriented leaders, who support, organize and develop their team members to get their work done for the organization.


There are other lesser popular types like task-oriented leaders, transactional leaders, transformational leaders, whose characteristics fall under one or more of the above six main types.

The leadership qualities of a person are mostly a subset of one’s natural qualities. Adopted as they are, they may not fully serve the organizational requirements. The moot question, therefore arises as to what an ideal organizational leadership is.


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