Bureaucratic Leadership Style

Bureaucratic leadership may be defined as a process of influencing employees to complete a job, and directing the organization to be more compact and conducive, by applying concepts, values, ethics, character, knowledge, and skills through its authority.

The legitimacy of this authority is also used by Weber when developing the
bureaucratic leadership model (Weberian). The Weberian bureaucratic leadership model,
as characteristic of Weber's bureaucratic institutions, tends to be oriented towards power rationally, legally and hierarchically, as well as rigid supervision. 

 

In addition, James McGregor Burns in 1978 and then Bernard M. Bass (1985), added that bureaucratic leadership is like a transaction between power and employee loyalty. As also criticized by Mark Homrig (2005), Weberian bureaucratic leadership mechanisms such as buying and selling, jobs exchanged for salaries, positions with loyalty, donations by tender, etc. 

Based on this, Burns and Bass further developed a transformational leadership model that focuses on the ability of a leader to build synergy within the organization through influence and authority so as to be able to achieve the vision and mission of the organization.

Here, the leader not only serves as a superior, but also has to ensure that all rules are obeyed by employees. This bureaucratic leadership is effective enough to monitor the routine work of employees.

So, if there are employees who are lazy or do not show good performance, superiors can immediately take a stand.