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opposite effect of that which is desired. They increasingly need to build
alliances with those on whom they are ultimately dependent, otherwise
employees lose their motivation to excel and may even quit to find a more
favorable work environment.

The democratic style is at the other end of the leadership spectrum. It
assumes that the power of leaders is granted by the group they are to lead,
and that people can be basically self-directed and creative if they are
motivated to do so. The democratic style of leadership, therefore, tends to
be more participative; policies evolve from group discussion and from a

group decision-making process. By sharing decision-making and other
responsibilities, the group is more likely to make full use of all the potential
of its members, and individual self-esteem tends to increase. Furthermore,
the more that members participate in making the decisions that affect them,
have a clear picture of the goals of the group, and have a recognized part to

play in helping the group reach those goals, the higher will be the group’s
cohesion and commitment to the process. However, when everything is a
matter of group discussion and decision, not much room for leadership is
left.

The value of a cooperative effort should not be minimized. Many
management experts believe that the wave of the future in management

and leadership is individual empowerment, which recognizes the abilities
individuals possess and what they can and will do when involved. With
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shared leadership, an increased sense of “ownership” of plans and ideas by
all members exists, and the process becomes more enjoyable. This concept
of empowerment will be discussed in more detail in Chapter 10.

Democratic leaders are more likely to develop and maintain personal
relationships between themselves and members of their group (followers)
by opening up improved channels of communication, providing
“psychological strokes,” facilitating change in the behavior of the group,
and demonstrating change in themselves. This leader is more likely to

“inspire” change than “impose” change, as Warren Bennis observes. It
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has been said that a good leader inspires people to have confidence in

32 Plunkett, Warren R. and Raymond F. Attner. Introduction to Management. Boston: PWS-Kent, 1992.
33 Bennis, Warren. Why Leaders Can’t Lead. San Francisco: Jossey-Bass Publishers, 1989.

David Kolzow 31