The role of leader in this style is almost neglected. This style may be successful when the more speed is required. Most people prefer to work within a leadership structure that encourages thoughtful discussion and rewards collaborative processes. The leader uses his power for the interest of his group and motivates his followers. Employees lack motivation. They are, however, not a fit for organizations that depend on rigid structures and processes to function. Power is the basic factor for determining the leadership style. In this style, a manager determines the policy, programs and limitations for action. 2. Sometimes superiors adopt autocratic leadership style just to hide their incompetence. Easy to use: When a leader has the right style, he or she knows it. This leadership style provides strong motivation to the followers. Besides, the followers feel insecure and are afraid of the authority of the leaders. Wages are payable under piece rate system. iv. The leaders have no authority and responsibility under this style, so the followers themselves take decisions for which they get authority. v. It requires communicating skill on the part of the leader. Relationships are built on mutual trust between labor and management. Leader focuses more on people. Such instances, of course, either do not exist or are found to be rare. The subordinates know the goals of the organisation, so, they offer fruitful ideas during discussion. Under this method, production increases and cost decreases. So, the leaders have full responsibility. This is because in other styles they may be exposed before their subordinates. Quick Results Managerial grid is much similar to production-people orientation style as given by Ohio State University. The employees are not heard, no importance is given to them. Such as, a laissez-faire leader who oversees the R&D division for a pharmaceutical company or biotech firm may surround themselves with highly qualified experts charged with developing new drugs to treat or cure cancer. (c) The decisions are implemented wholeheartedly and the employees productivity is increased. High maintenance of relationship building is time-consuming. Adequate performance through balance of work requirements and maintaining satisfactory morale. However, he persuades to accept his decision. It has no universal applicability. The new vision of the changed organisation structure have to be understood by team members. Leaders can become overly dependent on the expertise and experience of subordinates. ii. Followers need not take any decision. If this style of leadership is adopted, the feeling of insecurity, instability takes birth in employees. ii. Concern for production means the attitudes of superiors towards a variety of things, such as, quality of decisions, procedures and processes, creativeness of research, quality of staff services, work efficiency and volume of output. The degree if freedom enjoyed by a leader and his followers in decision-making is shown in continuum. A leader can be successful only when one is able to behave appropriately in the light of these perceptions and understanding. (a) Because of the strictness and negative motivational style, the employees dislike it. The leader permits the group to make decision within prescribed limits – In this, the group completely, makes the decision. (g) Good relationship between the leader and the followers can take place. It is suitable to those organisations in which the followers are uneducated and unskilled. If the subordinates have a little bit need of independence and the immediate goal is to increase the productivity, autocratic leadership may be preferred. iv. Camaraderie is developed between people, and it can last for decades. A strict autocrat is one who relies on negative influences and gives order which must be obeyed by the subordinates without question.