Democratic Leadership Style
The democratic leadership style is extremely open and friendly way of managing a team. Ideas are exchanged freely and discussed openly amongst the team. This style of leadership encourages subordinate employees to take part in the decision-making courses, in the organization. However, as a democratic manager I uphold the final say over decisions (Mabuku, 2009). I collect data, ideas and input from the employees before making decisions that have influence on them. Therefore, employees have higher chances of excelling in their respective positions and modify their skills given they feel empowered. Employees are empowered when they are engaged in the decision-making process. There is thought sharing amongst the staff which attracts effective ideas and more creative answers to issues (Mabuku, 2009). Team members also feel more engaged and committed to assignments, hence making them more accountable for the outcome.
The culture of the company refers to the framework of shared beliefs and values that result in standards of behavior in the company. The formed culture bears much influence on the managers and shapes his actions and styles. The manager functions, as the symbol of the organization, to influence the employees to act towards objectives that signify aspirations, values expectation of the company (Mabuku, 2009). The company adopted supportive culture that demands participation and involvement of the staff members. Supportive culture breeds a favorable working environment where employees exchange their values and promote participation. Symbolism and courage go in hand with power and influence to promote participation (Mabuku, 2009).
The company has also incorporate a vision for democratic values, equality, freedom, human rights and welfare. The vision is enhanced with courage and participation. The company not only forms a vision but also has inspired it in the hearts of the employees. The company supports a culture that strengthens and guarantees codes of democracy as the ultimate vision. This vision cannot be achieved without contribution, courage and the interactions between the manager and the staff members (Mabuku, 2009).
The company has provided the employees with a handbook that outlines company’s policies, benefits and rules that need to be observed in order to foster a favorably working environment. There are several types of regulation that include; company philosophy, working and compensation policy, codes and expectations for the workplace and benefits (MSU, 2012).
Company philosophy
The company has an open-door policy where all staff members can to share information about their jobs freely with the management.
Equal job opportunity ensures that the company promotes equality in employment opportunities irrespective of sex, race or religion.
Working and compensation rule
Attendance and reporting to work outlines when employees are supposed to report to work and when to leave. Consequently, working hours and schedules are discussed under this law to avoid inconveniences in the workflow.
Under the standard and Safety measures, the company believes in upholding secure and healthy working environment for employee. In order to achieve this, employees must also be safety conscious. The employees have to report unsafe practices and environments to the authority as well as keeping safe working conditions (MSU, 2012).
The company does not tolerate employees who take extra jobs outside employment (this is known as moonlighting); otherwise they have to seek permission from the relevant authority.
Benefits
The company will issue mobile phones to employees, which will only be used within the company environment. The firm provides full-time employment with paid time off annually as a way to appreciate the employees’ efforts.
Personal leave is granted, once the employee provides convincing reasons to why s/he wants the leave of absence. The available types of leaves are the jury, military, bereavement, and maternity leaves (MSU, 2012).
NB the above regulations have been briefly discussed.
Communication is the best achieved through basic planning and control particularly at conventions where dialogue require a given direction. Listening and speaking are two principal weapons for effective communication skills for managers (Mabuku, 2009). The listening skill in the company was openly structured to allow the manager to invite suggestions from employees in order to make appropriate decisions. In the company, there is also need to maintain communication, which is achieved through; providing summaries of the present position and progress on what has been achieved. Clarifying the agenda of the meeting, time allowed, and rules to be maintained. This style tends to promote flexibility, responsibility and boost the employees’ morale (Mabuku, 2009).
In conclusion, democratic style of leadership has multiply the ambition of employees and motivation together with promoting staff relations. It has also enhanced staff acceptance of executive decisions. However, the process is time consuming as it involves staff participation and creating a consensus.
References
Mabuku, N. R. (2009). Democratic Leadership and Management Practices in a Rural Namibian Secondary School. Retrieved from http://eprints.ru.ac.za/1837/1/R_N_Mabuku__Democratic_leadership_and_management_practices_in_a_rural_Namibian_secondary_school.pdf.
Michigan State University. (2012). Support Staff Rules Governing Personal Conduct of Employees Policy. Retrieved from http://www.hr.msu.edu/documents/supportstaffpolproc/personalconduct.htm
