Home' Trinidad and Tobago Guardian : July 23rd 2013 Contents B6
Guardian www.guardian.co.tt Tuesday, July 23, 2013
From Page B5
Laissez-faire leaders may give their teams complete
freedom to do their work and set their own deadlines.
They provide team support with resources and advice,
if needed, but otherwise don t get involved.
This leadership style can be effective if the leader
monitors performance and gives feedback to team
members regularly. It is most likely to be effective when
individual team members are experienced, skilled, self-
The main benefit of laissez-faire leadership is that
giving team members so much autonomy can lead to
high job satisfaction and increased productivity.
The downside is that it can be damaging if team
members don t manage their time well or if they don t
have the knowledge, skills, or motivation to do their
7. Task-Oriented Leadership
Task-oriented leaders focus only on getting the job
done and can be autocratic. They actively define the
work and the roles required, put structures in place,
and plan, organise, and monitor work. These leaders
also perform other key tasks, such as creating and
maintaining standards for performance.
The benefit of task-oriented leadership is that it
ensures that deadlines are met, and it s especially useful
for team members who don t manage their time well.
However, because task-oriented leaders don t tend
to think much about their team s well-being, this
approach can suffer many of the flaws of autocratic
leadership, including causing motivation and retention
8. People-Oriented/Relations-Oriented Leadership
With people-oriented leadership, leaders are totally
focused on organising, supporting, and developing the
people on their teams. This is a participatory style and
tends to encourage good teamwork and creative col-
laboration. This is the opposite of task-oriented lead-
People-oriented leaders treat everyone on the team
equally. They re friendly and approachable, they pay
attention to the welfare of everyone in the group, and
they make themselves available whenever team members
need help or advice.
The benefit of this leadership style is that people-
oriented leaders create teams that everyone wants to
be part of. Team members are often more productive
and willing to take risks, because they know that the
leader will provide support if they need it.
The downside is that some leaders can take this
approach too far; they may put the development of
their team above tasks or project directives.
9. Servant Leadership
This term, created by Robert Greenleaf in the 1970s,
describes a leader often not formally recognized as
such. When someone at any level within an organisation
leads simply by meeting the needs of the team, he or
she can be described as a "servant leader."
Servant leaders often lead by example. They have
high integrity and lead with generosity.
In many ways, servant leadership is a form of dem-
ocratic leadership because the whole team tends to be
involved in decision making. However, servant leaders
often "lead from behind," preferring to stay out of the
limelight and letting their team accept recognition for
their hard work.
Supporters of the servant leadership model suggest
that it s a good way to move ahead in a world where
values are increasingly important, and where servant
leaders can achieve power because of their values,
ideals, and ethics. This is an approach that can help
to create a positive corporate culture and can lead to
high morale among team members.
However, other people believe that in competitive
leadership situations, people who practice servant lead-
ership can find themselves left behind by leaders using
other leadership styles. This leadership style also takes
National Flour Mills Limited
Invites applications from suitably qualified persons for the position of:
Reporting to the Chief Executive Officer, the position is accountable for providing professional legal
services for the organization; providing general legal advice to the company on diverse matters;
responsible for formulating a legislative agenda for the department; developing and coordinating a
Work Plan for implementing the agenda; responsible for creating documented guidelines for legal policy
creation within the Company. The incumbent has the responsibility for managing these activities that
must be done in accordance with established guidelines and sound legal and administrative practices.
Designs and constructs general contracts, third party agreements and assists management with legal
advice in connection with vendor/supplier relationships
Ensures proper and adequate management of external counsel and general litigation
Personally assures that the Company is in compliance with all relevant Laws as they relate to
Companies and Corporate entities, Public Law, Contracts and Employment Law
Provides direction to Management in connection with Corporate Governance
Investigates breaches and non-compliance with a view to preparing legal briefs & suggested solutions
Negotiates, drafts and prepares and/or reviews contracts, leases and other legal related documentation
Plans, organizes and performs administrative services of the Employee Share Ownership Plan (ESOP)
as directed by the ESOP Management Committee and ensures employees are advised of their entitlement
Administers the Company's Insurance portfolio by liaising with the Insurance Brokers with respect to
all aspect of Insurance.
Responsible for guiding investigations and preparing legal briefs and opinions
Minimum Education/Training, Skills and Competencies
Must have a valid legal practicing Certificate for T&T
Bachelor of Laws Degree (specializing in Corporate Law)
Legal training as evidenced by the possession of a Legal Education Certificate
Candidates should have excellent written and oral communications skills and should be meticulous,
analytical, diplomatic, confident, proactive, efficient, organized and have excellent interpersonal skills
Proficient in the use of Computer Applications
3 years minimum related experience in practice
The Company offers a compensation package commensurate with qualifications and experience.
Applications should be submitted no later than August 02, 2013
And should be addressed to
The HR & Administration Department
National Flour Mills Ltd
27-29 Wrightson Road
Port of Spain
We thank you for your interest; however, only suitable applications will be acknowledged
time to apply correctly: it s ill-suited in sit-
uations where you have to make quick deci-
sions or meet tight deadlines.
Although you can use servant leadership
in many situations, it s often most practical
in politics, or in positions where leaders are
elected to serve a team, committee, organ-
isation, or community.
10. Transformational Leadership
Transformational leaders are inspiring
because they expect the best from everyone
on their team as well as themselves. This
leads to high productivity and engagement
from everyone in their team.
The downside of transformational leader-
ship is that while the leader s enthusiasm is
passed onto the team, he or she can need to
be supported by "detail people."
That s why, in many organisations, both
transactional and transformational leadership
styles are useful. Transactional leaders (or
managers) ensure that routine work is done
reliably, while transformational leaders look
after initiatives that add new value.
It s also important to use other leadership
styles when necessary -- this will depend on
the people you re leading and the situation
that you re in.
The main leadership styles include:
• Transactional leadership.
• Autocratic leadership.
• Bureaucratic leadership.
• Charismatic leadership.
• Democratic/participative leadership.
• Laissez-faire leadership.
• Task-oriented leadership.
• People/relations-oriented leadership.
• Servant leadership.
• Transformational leadership.
By learning about the pros and cons of
each style, you can adapt your approach to
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