MANAGEMENT STYLE AS A TRIGGERING FACTOR FOR ORGANIZATION EFFECTIVENESS AND EFFICIENCY

George BUCATA* Alexandru Marius RIZESCU** *“Lucian Blaga” University, Sibiu, Romania, **“Nicolae Bălcescu” Land Forces Academy, Sibiu, Romania By adopting a proper management style, the primary mission of a manager is to facilitate individual and collective performance, to create the conditions required to obtain a good yield. This is because the performance of individual and collective yield lead, ultimately, to profi t and at the opening of new opportunities for development, both at the individual level and at the level of the organization. Key words: management style, performance management, leadership styles, leadership performance. 1. MANAGEMENT STYLES. to environmental challenges, with THE ULTIMATE TOOL permanent availability to turn vision FOR PERFORMANCE into reality. Leadership styles refl ects the The management styles that way the managers are exercising leaders adopt will have a major their functions, the role they have in infl uence over all activities in the work management and organization, organization, organizational climate training and stimulating subordinates and labour productivity. It is therefore to meet objectives. The knowledge very important for the manager to and assessment of leadership styles be aware of the advantages and in particular are becoming more disadvantages of leadership style, important to leadership effectiveness. but also on how it is perceived by The infl uential factors that generate subordinates. The leadership is an or infl uence leadership styles are: essential element of life, a key factor Physical and constitutional factors in the effi ciency of organizations. (age, height, weight, psycho-physical Throughout life, humans are part of characteristics); Psychological an organisation, therefore the need factors (general intelligence and for a proper management style in integrity of character); Psychosocial the organization is one of the most factors (sociability, prestige); important factors in gaining advantage Sociological factors. on the market. The success of the Currently, modern organizations organizations of the 21st century are not built with large numbers will largely depend on the search of hierarchical levels in which the for, discovery and effi cient use of supervisor knew almost each moment. talented leaders, respectively of those Increasingly more, the organization imaginative people, full of curiosity, opts for structures fl at, while vertical perseverance, hard-working, focused command structures are reduced. on ideas, qualifi ed, capable of In these circumstances, the head no encouraging diversity, attention longer closely follow each other. Also, the amount of information that in an organization is to create and circulates within the company and maintain an organizational culture beyond is so large that it is absolutely that would be consistent with the a necessity to involve an increasing objectives and nature of the activities number of employees to face "the carried out under it. It is a problem of avalanche of information" and to take full advantage of content. The integration of individual capacities manager role is more complex now and expectations with organizational and it will not only act as a person ones, to meet successfully the who holds "absolute truth", adopting business environment in which it decisions to impose on others, but will operates, and each of the parties to be act more as a facilitator, as a mediator satisfi ed with the result obtained. that will enable the manifestation of personality, knowledge of workers and on this basis, he will take the best course of action. Leaders must therefore ensure an appropriate organizational framework for the company’s employees to show their skills and initiative to capitalize knowledge levels as high as possible Fig. no. 2. The changing roles of managers without the need for any supervision and management operations or build rigid or sophisticated control The leadership style is largely an systems. Increasingly, there is a unconscious process and depends signifi cant need for decentralization on the manager's personality. The and delegation from central to lower manager understanding the processes levels. It does not mean that there is and alternating between management a dilution of authority, but that the styles depends on the situation of organization is accountable at all different styles, can signifi cantly levels of decision. increase the effi ciency and team cohesion, especially in critical situations. The management styles can be analysed from different points of view. Starting from an emotional point of view, we can classify management styles as: visionary style, advisory style, team style, democratic style, promoting style Fig.no. 1. The roles of a manager/leader in and dominating style. the organization - Visionary style positively affects Generally, leadership is the the emotional climate and transforms process by which a person, a leader, the spirit of the organization at many through the use of interpersonal levels in the sense that the leader is relations, one or more people acts the one who articulates a goal that in order to achieve the objectives must reach the organization but does not impose a way of carrying it, set out, on the basis of a strong and allowing employees to innovate, to attractive scheme. One of the major experiment, to take risks. Visionary challenges faced by managers/ leaders are the ones who know how to leaders, people with key positions retain good employees, are the ones that help them to understand how to on their emotional needs represent integrate their work at the level of the the team management style. Team organization. Emotional intelligence leader wants harmony and wishes that skills that a visionary leader needs his employees to be happy and not are: inspiration, openness and least wants a team more resonating. empathy. The inspiration is important Subordinates of a team leadership in driving the visionary style because are extremely loyal to the manager. through its visionary character, Fundamental emotional intelligence leaders promote the vision in which ability within this management they think and that is consistent style is empathy which allows the with the organization's values. The leader to maintain the employees' existence of the visionary style satisfaction through its interest transparency is explained by the towards professional and personal fact that to be credible leaders must life. Confl ict management uses the believe in what they boost. Therefore, team style when the problem involves transparency involves honesty and the linking of different individuals sharing information and knowledge who even are in confl ict, to create a in order for employees to feel that harmonious group. they are part of the company. - Democratic style has an impact - Advisory style adopted by the as positive climate, characterized leader who is in close relations and by brainstorming. Emotional establishes trust with employees, intelligence skills which can be which is really interested in the fate found in this style of leadership of the people around him. Advising are: team spirit and cooperation, requires continuous communication confl ict management and infl uence. with employees and at the same The democratic leader's advantage time giving their feedback. is listening. Empathy is important Leader counsellor helps people to because if the leader does not know identify strengths and weaknesses, how to create a homogeneous group, encouraging them to build targets is liable to mistakes. for long-term development. The fact - The promoting management that leaders are helping people both style can be used within certain professionally and on a personal level limits. The leader of the promoting motivates a lot more. This leadership style requires high standards of style can improve employees performance, wants to do things as capabilities and strenghten self- quickly and as possible, is focused confi dence, but if the employees on his goals, does not provide a lot of are not motivated or need a lot of guidance. This leading subordinates guidance and feedback, they fail. may feel pressured to too much of its Emotional intelligence skills that requirements. All these things affect characterise this style of leadership the climate in the workplace because are emotional self-knowledge and the pressures of leadership can empathy. Emotional self-knowledge cause anxiety among employees and is important because it creates destroy innovative spirit. Emotional genuine leaders, able to give tips intelligence ability that underlies that are useful. Empathy is important the promoting style is the ambition because the leaders listen, and then because the promoter is trying all give advice. the time leader to overcome himself, - Leaders who move towards to fi nd new approaches to improve people and their feelings and less performance both for himself and for those he leads. The initiative a democratic style might prove more is present in the promoting style in effective. What matters is whether or that the leader is trying to create not the style adopted is effective: opportunities for better results. - Autocratic style has the following features: single-manager takes the overwhelming majority decisions, determines in detail the work of subordinates, they lay down the duties of work and working methods, in other words, we are dealing with the centralization of authority. Emphasis is placed on formal authority. The entire business is centered on Fig. no. 3. The leading concept (strategic, management, staff organization is seen operational and interpersonal domain) only as a performer, and it only has - Dominating style is based on control manager, subordinates are not the realization of the precisely orders, explained the general objectives, but with few explanations regarding how are required to execute the "just and to achieve them. Dominator is the timely" to decisions taken; correcting leader that controls and monitors any deviations from decisions taken is situation, feedback provided is based through sanctions. Subordinates on what people have done, rather than are regarded as being devoid of the good results. Climate that is created spirit creator, being the need to be by the leader of the dominating style guided, controlled and constrained. is characterized by a low degree of Subordinates are criticized harshly employee satisfaction and low self and critical assessments are not esteem. Dominating style is good if accepted at the address of their leader. applied correctly. In this case the style Human relationships are seen as least is characterized by dominating the important or are ignored. The style following components of emotional is effective in certain circumstances, intelligence: infl uence, initiative, but it does create tension, frustration, ambition, self-knowledge, emotional dissatisfaction, discontent, low yield self-control and empathy. Dominating strength, aggression and even valuable leader wants to get good results by employees leaving the organization. acting tough, and his initiative in This management style is shown in the exploiting opportunities. Emotional crises when time, quality of products self-control is vital as it helps leading and/or services and monetary funds to master the fury and impatience. committed are determining factors. Otherwise, uncontrolled outbursts will - Democratic style has the have a devastating emotional impact following features: the manager upon employees. has full confi dence in subordinates, Just as the attributes required of involve either individually or in groups a manager vary from one situation in setting goals to achieve in setting to another, so the style of leadership strategies followed and in assessing needs to be according to the situation. performance; the manager encourages When the focus is on quickness in the formulation of suggestions and decision-making, and information and proposals, and stimulates the creative expertise are owned by one person, ability of subordinates; the manager appropriate and authoritative may be motivates, convinces and rewards; acceptable. In other circumstances, encourages the vertical and horizontal communication between employees, 2. TRANSFORMATIONAL the focus is on relationships and on LEADERSHIP. ensuring a pleasant work climate; the A TOOL FOR PERFORMANCE manager is based not only on formal authority, status, but also on personal The concept of transformational gained authority; subordinates are leadership is used to emphasize more informed about the objectives of the strongly the result in practice of an organization and are consulted in effi cient management style within an perspective issues. This management organization. Studies and experience style uses the delegation of authority in the fi eld underlined the fact that and frequently liability, it aims at transformational leadership determine harnessing the skills of subordinates those driven to exceed expected and favouring the development of their performance and achieve higher personality. The exercise of democratic levels of satisfaction and devotion leadership style provides a great to the group and organization. The satisfaction in work and contributes to leader understands that productivity increasing the interest of subordinates for in the workplace is closely related to tasks. The democratic style is effective if satisfaction and a healthy environment, subordinates have collective leadership an open and participatory environment. skills and a high level of competence and Thus, management style is closely responsibility. As a rule, the democratic related to the stability of employees style is effective, ensure good relations in the workplace and workplace between the leader and subordinates and satisfaction, effi ciency and degree a pleasant climate, socio-affective, as of involvement are dependent on well as the independence of the members customer relationship management of the group. of employees, willingness to engage - Laissez faire style has the employees in other roles or tasks following features: the manager leaves along with their satisfaction towards his subordinates the entire freedom of management and leaders. decision and action, it provides some additional information and does not have regard to the conduct of their activity. Style results in a gradual decline in effectiveness because it works randomly without deep engagement in the work of subordinates. However, from the outset, laissez faire style favours installing a relaxed work related attitude. Fig. no. 5. Leadership conceptual framework Transformational leadership is a leadership approach that creates valuable and positive changes of value. A transformational leader focuses on "transforming" others in order to help each other, to support each other, to create a group in which relational harmony dominate and support the Fig. no.4. Management styles organization as a whole. Through across different working culture transformational leadership, the (Harvard Business Review, 2014) guided ones are treated with respect and trust, are counselled and incited the organizational framework and the to act in accordance with the higher infl uences exerted upon him (outside or human needs (self-esteem, aesthetic, inside). Therefore, the fi rst requirement commitment, and self-realization) to of professional training in order for act for the common interest and not the manager to respond positively, is the permanent staff, are challenged to fl exibility. 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