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Friday, 29 March 2013 17:19

Democratic Or Autocratic Leaders Featured

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Democratic Or Autocratic Leaders

            Leaders are either characterized as democratic or autocratic. The two forms of leadership are commonly used by leaders in achieving their set goals and targets. An autocratic leader is one who uses power in leading others where he forces things to work in the desired direction. On the other hand, a democratic leader is one who delegates authority to the professionals. Democratic leaders give direction and also show how things are supposed to done. An organization with an autocratic leader grows slowly as compared to an organization with democratic leader, (Heinze, 2004). For a democratic leader, decisions are made by the leader where she or he announces the expectations of the organization. On the other hand, democratic leaders offer employees opportunity to develop decision. The work of a democratic leader is to develop limits within the operations of the organization and the employees decide on the ways applicable to the objectives, (Lewin, 1999).

             When responding to the workplace outcomes, an intelligent leader may turn to be autocratic leader. An autocratic leader is one who makes decisions and put them to be followed by the employees. In this case, when an intelligent leader develops the expectations of the company and expects positive outcome, autocratic leadership manifest itself. Intelligent leaders become autocratic leader’s whey they behave in a manner that suggests they want to know about certain behaviors employees, (Heinze, 2004).

             According to the findings from the article, intelligence leadership helps in developing a healthy work environment for employees as well as the stakeholders. Emotional intelligent helps leaders or managers develop system of delegating powers to the employees. Members of the organization get directions that they don’t know and others that they are aware in decision making, (Lewin, 1999).


Heinze, R. (2010). Jews and the American Soul: PrincetonUniversity Press

Lewin, K. (1999). Experiments in social space. (pp. 59-67). Washington, DC, US: American Psychological Association


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