Public Administration and Administration of Research Proposal

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Benchmarking occurs in a cycle with the first step stated as crucial and involving "planning and target setting." (cited in Rondo-Brovetto and Saliterer, 2007) the second step is stated as comparison and analysis with the third step being 'action' followed by the fourth step of 'evaluation'. The benchmarking cycle then repeats itself. (Rondo-Brovetto and Saliterer, 2007)

III. Preferred type of Leader & When the Autocratic Leader is preferable and more Efficient

The work of Kurt Lewin and colleagues in 1939 resulted in the identification of three leadership styles which are specifically regarding decision-making on the part of those in the role of leadership. Those three styles are stated as:

(1) autocratic;

(2) democratic; and (3) laissez-faire. (Lewin, Lippet, and White, 1939)

The autocratic style is one in which the decisions of the leader is made without consultation of others while the democratic style of leadership is one that involves others in decision-making. Finally the laissez-faire style of leadership tends to minimize the involvement of the leader in the process of decision-making.

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When there is not a need for organizational input on decisions which are made, the autocratic style is an acceptable leadership style however, because this style of leadership often results in discontent in the organization, the democratic leadership style is often more desirable since this is generally appreciated more among members of the organization although the democratic style of leadership leaves an opening for endless debate.

The laissez-faire style of leadership is one that is generally preferred in the organization that is characterized by people who are very capable and who are motivated in decision-making and in situations where no central coordination is required. According to Lewin's research the democratic leadership style is the most preferred and the optimal method of leadership since revolution often resulted from autocratic styles of leadership that were excessive and the laissez-faire leadership style often resulted in a lack of coherence and energy within the organization. (Lewin, Lippet, and White, 1939, paraphrased).....

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