Free rein leadership
Free-rein leadership is a management style in which leaders give their employees a great deal of autonomy and freedom to accomplish tasks without a lot of oversight or direction. This style of leadership allows employees to use their own creativity and initiative to achieve goals, while also providing them with the support and guidance they need to be successful. The leader may provide employees with overall objectives, but they are given the freedom to come up with their own solutions and methods of achieving those goals. This management style can be beneficial in allowing employees to feel empowered and in control of their work, leading to higher job satisfaction and improved morale.
A free-rein or laissez-faire (French for "leave it alone") leadership is a management style in which leaders leave most decisions to their subordinates. Under this approach, leaders assign tasks to employees and give them free rein to choose the best way to complete them. This style also means that leaders do not get involved unless asked and subordinates have unlimited freedom provided that they do not violate existing policies of the company (L. J. Gitman, C. McDaniel 2007, p. 219).
Example of free-rein leadership
A good example of free-rein leadership can be seen in the technology industry. In this industry, employees are often given the freedom to work on projects with minimal oversight. This allows them to use their creativity and initiative to come up with innovative solutions to problems. For example, a software development team may be given the overall goal of creating a new product, but the team is given the freedom to come up with their own solutions and methods of achieving that goal. This type of free-rein leadership gives employees the autonomy to make their own decisions and take ownership of their work, leading to increased motivation and job satisfaction.
Characteristics of free-rein leadership
The characteristics of the free-rein leadership style are the following:
- faith in employees - it indicates that leaders believe that their subordinates are capable and liable individuals and that is why they have confidence in them,
- independent decision-making system - it means that decisions are made by employees who have a choice whether to consult the leader or not,
- decentralization of authority - it signifies that leaders pass part of their authority to employees, enabling them to state their objectives and plans,
- employees' self-control - it translates into the fact that employees supervise and control each other on their own whereas the leader only intercedes in exceptional or critical situations (A. Gupta 2015, p. 830).
Advantages of free-rein leadership
The free-rein leadership style has a lot of advantages. Some of them are:
- Increased employee motivation and job satisfaction: When employees are given the freedom to make their own decisions, they are more likely to feel empowered and in control of their work, which can lead to increased motivation and job satisfaction.
- Improved creativity and problem-solving: By allowing employees to use their own creative and initiative to solve problems and achieve goals, free-rein leadership can lead to more innovative and creative solutions.
- Improved team collaboration: By providing employees with the autonomy to work on their own, free-rein leadership can lead to improved collaboration and communication between team members.
- Increased productivity: When employees are given the freedom to make their own decisions, they are more likely to take ownership of their work and be more productive.
- Reduced stress: With less direct oversight, employees are less likely to feel stressed or overwhelmed and can work more freely and confidently (The Institute of Cost Accountants of India 2014, p. 9.5).
Disadvantages of free-rein leadership
Implementation of this style has also disadvantages, such as:
- Increased risk of errors: Without a structured approach to problem-solving, there is an increased risk of errors and mistakes, which can lead to costly delays and other problems.
- Lack of accountability: Without close supervision, employees may lose sight of their goals and objectives or take on tasks that are not in line with the company’s overall objectives.
- Difficult to manage: Free-rein leadership can be difficult to manage, as it requires a great deal of trust and communication between leaders and employees.
- Potential for conflict: When employees are given the freedom to make their own decisions, there is an increased potential for conflict between team members.
- Increased costs: Without a structured approach to problem-solving, there is an increased potential for costs to spiral out of control.(The Institute of Cost Accountants of India 2014, p. 9.5).
Usage of free-rein leadership
The free-rein leadership style is effective especially:
- When employees have the necessary skills and experience: Free-rein leadership works best when employees have the skills and experience to make their own decisions and take ownership of their work.
- When the team is motivated and autonomous: Free-rein leadership works best when employees are self-motivated and able to work autonomously.
- When there is a need for creative solutions: This management style is ideal for creative and innovative tasks that require creative solutions.
- When the team is small and close-knit: Free-rein leadership works best when the team is small and close-knit, as this allows for better communication and collaboration.
- When there is an open and trusting relationship between employees and leaders: To ensure success, there must be an open and trusting relationship between the leader and their employees.
When not to use free-rein leadership?
The free-rein leadership style should not be used when employees do not feel secure because of the unavailability of a leader or when the leader is not going to provide regular feedback to employees (A. Gupta 2015, p. 829).
- When employees lack the necessary skills and experience: Free-rein leadership will not work well if employees do not have the skills and experience required to make their own decisions.
- When the team lacks motivation and autonomy: This management style is not suitable for teams that are not self-motivated and able to work autonomously.
- When there is a need for structured solutions: This management style may not be suitable for tasks that require structured solutions.
- When the team is large and diverse: Free-rein leadership can be difficult to manage in large, diverse teams.
- When there is a lack of trust and communication: Without a strong foundation of trust and communication, free-rein leadership may not be successful.
Other leadership styles
- Autocratic Leadership: Autocratic leadership is a style of leadership in which the leader makes decisions without consulting their team members. This style of leadership is often used in situations where the leader has the necessary skills and experience to make the right decisions.
- Democratic Leadership: Democratic leadership is a style of leadership in which the leader consults their team members and takes their opinions into account when making decisions. This style of leadership encourages collaboration and communication between team members and can lead to better decision-making.
- Transformational Leadership: Transformational leadership is a style of leadership in which the leader inspires and motivates their team members to strive for excellence. This style of leadership focuses on the development of the team and encourages them to take initiative and come up with innovative solutions.
- Servant Leadership: Servant leadership is a style of leadership in which the leader focuses on serving their team members and helping them to reach their full potential. This style of leadership places emphasis on developing strong relationships and creating an environment of trust and mutual respect.
| Free rein leadership — recommended articles |
| Laissez faire leadership — Delegative leadership — Models of leadership — Participatory management — Informal leader — Low power distance — Achievement oriented leadership — Management by conflict — Authoritarian leadership |
References
- Bagad V. S. (2008), Financial & Industrial Management, Technical Pulications Pune, Pune, pp. 28-29
- Boone L. E., Kurtz D. L. (2010), Contemporary Business 2010 Update Edition, John Wiley & Sons, Chichester, p. 270
- Eagly A. H., Johannesen-Schmidt M. C. (2001), The Leadership Styles of Women and Men, "Journal of Social Issues", vol. 57, no. 4
- Gitman L. J., McDaniel C. (2007), The Future of Business: The Essentials, 3rd Edition, Thomson Shouth-Western, Mason, p. 219
- Gupta A. (2015), Leadership Styles, "International Journal Of Business Management", vol. 2, no. 1., pp. 829-831
- Hess M. J. (2012), Shine! Healthcare Leadership Distilled: Increase Your Bottom-line Through Improved Leadership, AuthorHouse, Bloomington, p. 40
- Mehrotra A. (2005), Leadership Styles Of Principals, Mittal Publications, New Delhi, p. 7
- Odgers P. (2004), Administrative Office Management, Complete Course, South-Western Cengage Learning, Mason, p. 262
- The Institute of Cost Accountants of India (2014), Fundamentals of Economics and Management, Directorate of Studies, Kolkata, p. 9.5
- Žvirdauskas D., Jucevičienė P. (2004), Realtionship between Leaders and Employees in Organizaton: in Search for its Determining Factors, "Socialiniai Mokslai", no. 3(45), p. 86
Author: Klaudia Nycz
