Organizational Behavior: Leadership Styles at Syngenta

This report analyzes various leadership styles, including autocratic, democratic, laissez-faire, and transactional approaches, within the context of Syngenta. It begins by defining each leadership style and outlining their key characteristics. The report then focuses on Syngenta, recommending the laissez-faire leadership style due to its ability to empower employees, promote skill development, and foster collaborative decision-making. The rationale for this recommendation is further supported by the company's matrix team structure, where diverse expertise necessitates decentralized decision-making. The report concludes with a list of references, providing sources for further research on leadership theories and organizational behavior.

Organizational Behavior
M1 and M3

Introduction
• Provided presentation focused on evaluation of different
leadership styles.
• These are adopted by management of Syngenta.
• On the basis of the described leadership approaches, suitable
style will be selected.
•Justification will be provided for the same.

Leadership style
Leadership style can be defined as a way of motivating
and directing people for the implementation of plans in a
proper manner.
Following are the leadership style that can be used by
management of Syngenta for effective management:
1.Autocratic leadership
2. Democratic leadership
3. Laissez-faire leadership
4. Transactional leadership
5. Bureaucratic leadership

Description of leadership style
Autocratic leadership:
 In this style, entire decisions are taken by leaders and
subordinates are involved in managerial activities.
 In this approach, team members act in accordance with the
command provided by leaders without providing recommendations
and feedback on it.
Democratic leadership:
 This leadership style is completely opposite with autocratic
leadership style.
In this approach, collective decisions are taken by leader and
team members.
Their corporate leadership strategy provides support to their
employees by involving them process of decision making.
In addition to this, leaders of the company act in accordance with
the recommendations and feedback of the subordinates.

Description of leadership style
Laissez-faire leadership:
 In this leadership approach, members are allowed to make
their own decision with a little interference and guidance of
leaders.
 There is complete freedom to subordinates to make their
own work process as per their convenience. However, leaders
are responsible to provide resources in timely manner.
 Group members are expected to solve their problems at their
own level.
For this purpose authorities are provided to them by leader;
however they are still responsible to make group decisions.

Description of leadership style
Transactional leadership:
 It is also known as managerial leadership in which leader
promotes compliance strategy of both reward and incentives.
It is made in order to ensure standard performance and to
motivate employee for better performance.

Selection of the best leadership style for
managers of Syngenta
In accordance with the described leadership approaches,
manager of Syngenta is recommended to make use of Laissez-
faire leadership style.
This leadership style is suitable because of following
aspects:
 Employees are motivated because they are in position to
make decisions for their business.
 Team member can explore their skills and capabilities to
provide better performance.
 Collective good ideas and recommendations will be
generated in order to complete job in more effective manner.

Continued...
 In addition to this, company is operating with matrix team
structure and there are various team developed with the
individuals from different fields.
 Thus, leader cannot guide them because one individual
cannot have expertise of all fields.
 As a consequence, leaders can provide guidelines for the
completion of work and further decisions should be taken by
the team.

References
 Leadership Thories. 2015. [Online]. Available
at:<http://www.tlu.ee/~sirvir/IKM/Leadership%20Models/l
eadership_modelsapproaches.html>. [Accessed on 10th
February, 2016].
 Chiboiwa, M. W., Chipunza, C. and Samuel, M. O., 2011.
Evaluation of job satisfaction and organisational citizenship
behaviour: case study of selected organisations in
Zimbabwe. African Journal of Business Management. 5(7).
pp. 2910-2918.
 Clarke, P., 2009. Leadership, beyond project management.
Industrial and Commercial Training. 41(4). pp.187 – 194.

Thank You