The art of getting employees together on a common platform and extracting the best out of them refers to effective organizational management. Management plays an important role in strengthening the bond amongst the employees and making them work together as a single unit It is the management’s responsibility to ensure that employees are satisfied with their job responsibilities and eventually deliver their level best.

Current leadership theories describe management based upon traits or how influence and power are used to achieve objectives. When using trait-based descriptions, management may be classified as autocratic, democratic, bureaucratic or charismatic. If viewing management from the perspective of the exchange of power and its utilization to secure outcomes, managers are situational, transactional or transformational. Understanding these different tropes can provide a vocabulary for discussion that can lead to meaningful, desired results. It bears noting that not all leader are created equal, and leadership quality may vary enormously across industries or simply within an organization.

Furthermore, identifying an individual leader’s style is central to evaluating leadership quality and effectiveness especially as it relate to organizational goals.


What is Management Style!

Every leader has a unique style of handling the employees (Juniors/Team) the various ways of dealing with the subordinates at the workplace is called as management style. The superiors must decide on the future course of action as per the existing culture and conditions at the workplace. The nature of employees and their mindset also affect the management style of an organization.



·              Autocratic

Autocratic leaders are classic “do as I say” types. Autocratic is the most top-down approach to management employees at the top of the hierarchy hold all the power, making decisions without collaborating or informing their subordinates. After they tell them what to do, they expect immediate acceptance and execution, with no question asked.   

·              Democratic

In democratic management, majority rules (Brown 2011). Managers let their employees participate in the decision-making process because they value their team’s diversity of ideas, and understand that people are the key to a team’s success.


·              Transformational

Transformational managers are innovators. They usually believe change and growth is the only way to stay ahead of the curve, so they push their employees past their comfort zone, making them realize they’re more capable then they originally thought. This motivates employees to keep raising the bar, leading to improved team performance.


·              Coaching

Just like a sport Coach, a coaching manager strives to improve their employees’ long-term professional development. They have a passion for teaching and watching their employees grow.


·              Visionary

A visionary manager communicates a purpose and direction that her employees believe in, which convinces her team to work hard to execute her vision.


·              Servant

Servant manager put people first and tasks second. They prioritize their employees well-being over their teams results, so they can foster a harmonious relationship with their employees and keep them as happy as possible. They do everything they can to support and encourage their team, and in return, they expect their employees to be motivated to work hard.


·              Laissez-faire

Laissez-faire managers monitor their team’s activities. But they are completely hands-off, they expect their team to perform up to a certain level even though they don’t proactively help or check in with their employees.


·              Transactional

Transactional managers use incentives and rewards like bonuses and stock options to motivate their employees to carry out their commands (Adams 2015). Their motto is “if you do this for me, I


 will do this for you”.

·              Bureaucratic

Bureaucratic managers create, and rely on policy to meet organizational goals.



Communication with employees has become more sophisticated and complex. It is important for information to flow vertically as well as horizontally within the Library. (Caudon 2004) highlighted types of communication as:

-  Communicate According to Organization Structure:

      (i)   Formal Communication

      (ii)  Informal Communication


-  Communication According to Direction:

      (i)   Downward Communication

      (ii)  Upward Communication

      (iii) Horizontal Communication


-  Communication According to way of Expression

      (i)   Oral or Verbal Communication

      (ii)  Written Communication



Organizations are totally reliant on communication, which is defined as the exchange of ideas, messages, or information by speech, signals, or writing. Without communication, organizations would not function. If communication is diminished or hampered, the entire organization suffers. When communication is thorough, accurate, and timely, the organization tends to be vibrant and effective (Watson 2014).

 The important of Communication are:

·              Communication is a linking process of management: Communication is the way managers conduct the managerial functions of planning, organization, staffing, directing and controlling. Communication is the heart of all organizations.


·   Communication is the primary means by which obtain and exchange information: Decisions are often dependent upon the quality and quantity of the information received. If the information on which a decision is based is poor or incomplete, the decision will often be incorrect.

 ·     The most time-consuming activity a manager engage in is communication:          Managers  spend between 70 to 90 percent of their time communicating            with employees and other internal and external customers.

 ·       Information and Communication Represent Power in Organizations: An              employee cannot do anything in a work unit unless he or she knows what           is to be done, when the task is to be accomplished, and who else is                  involved. The staff member who have this information become centres of            power.



A library needs to determine which methods of communication are most effective for them. In order to attract potential employees and satisfy current employees, libraries should continue to update technology in order to improve communication. The various methods of communication are:

-          Face-to-face conversations

-          Memos

-          Newsletters

-          Paycheck inserts

-          E-mail

-          Telephone

-          Voice mail

-          Meetings

-          Intranet

-          Text and instant messaging

-          Blogs



Libraries need more than leaders and Leadership, they need the right kind of each. To remain viable as intuitions, and to add value to the constituents they serve, a Library’s Leadership must manage change, develop employees, communicate accurately, and provoke customer commitment. That said, there is a clear different between Leadership styles and there may be instances where one style is more effective, thus a need for flexibility and perhaps an inventory awareness of who might best lead based on their styles. In fact, certain leadership styles actually undermine moral, creativity, innovation and employee commitment. Taking the time to consider types of managers you have in your Library could be a worthwhile exercise in terms of understanding Leadership and its impact on your organization.

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