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ceive input and feedback. This approach allows seeing what is going on, and it allows listening directly to/from the staffs. Management by walking around emphasizes the importance of interpersonal contact, open appreciation, and recognition. It is one of the most important ways to build civility and performance in the workplace. MWA is the basic way of communication which leads motivation as well. “If you wait for people to come to you, you’ll only get small problems. You must go and find them. The big problems are where people don’t realize they have one in the first place.” (W. Edwards Deming, 1982). According to the context given it shows Mr. John have Participative style (Group-Centred) style of leadership. This style is also called democratic or consultative style. The leaders practicing this style operate in a much different way. The leaders seek to lead mainly by persuasion and example rather than by force, fear, status, or power. They consider the opinions and feeling of their subordinates make them feel important, and encourage participative decision-making decisions. Subordinates' ideas and opinions are sought before setting goals and making decisions. Subordinates feel encouraged, get an opportunity to demonstrate and develop their abilities, and cooperative wholeheartedly. They tend to support the decisions and strive harder to implement the decision. The leaders follow this benefit by obtaining the information, ideas, and experiences from their subordinates. As a result, better subordinate attitudes are generated and productivity tends to increase. The subordinates have a feeling of personal satisfaction and accomplishment. The risk with this style is that at times it is time-consuming. Too much discussion and lack of consensus may result in a complete breakdown of management control.

3. Leadership theories and style

Leadership has been a subject of great interest to sociologists, organizational theorists, management scientists, and others from the very early days of human organisational theorists, management scientists, and others from the very early days of human organization. Various studies have been conducted to analyze the different dimensions of leadership. What makes a good leader? There are several answers. The first answer is the trait approach to leadership. The idea here is that good leaders are people who have particular personality traits, like intelligence, wisdom, knowledge, skills, etc. The third answer is more conditional. It suggests that good leadership is contingent on people and the situation. Whilst early theories tend to focus upon the characteristics and behaviours of successful leaders, later theories begin to consider the role of followers and the contextual nature of leadership. A review of the leadership literature reveals an evolving series of “schools of thought” from “Great Man” and “Trait” theories to “Transformational” leadership as below.

Great Man Theory: Based on the belief that leaders are exceptional people, born with innate qualities, destined to lead. The use of the term 'man' was intentional since until the latter part of the twentieth century leadership was thought of as a concept which is primarily male, military and Western. This led to the next school of Trait Theories.

Trait Theory: The lists of traits or qualities associated with leadership exist 本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。