2005:54. In contrast, the democratic style is very different from the autocratic style. In this style, the leader shares his influence with the group. The decisions
are made by the leader only after full discussion and participation by members. Here, the leader gains additional information from group members, as well as a
greater commitment to the decision than would occur under autocratic conditions Lewin in Herbert’s book, 1976:379.
Lewin finds that this is the most effective leadership among all. Here, a leader has jobs to offer guidance to group members and also to allow the members
in giving input to the group. As a conclusion, the democratic style encourages group members to participate in decision-making process.
c. The Laissez-Faire Style
The Laissez-Faire style is characterized by a let-it-happen or hands-off style of leadership. The Laissez-Faire itself means “let them alone”. Here, the
leader is not really a leader at all. The position of the leader in this style is only as a figurehead who exerts no influence and makes no contribution to the goal of the
group. No direction is given Lewin in Herbert’s book, 1976:379. In addition, Goodnight 2004:822 also explains that The Laissez-Faire
leader is one who beliefs in freedom of choices for the employees, leaving them alone so they can do as they want. In this style, there is no virtually participation,
involvement, or communication within the workforce. Understanding of job requirements, policies, and procedures are generally exchanged from employee to
employee. Because of this, many processes are out of control. No direction is given and the laissez-faire leader functions in a crisis or reaction mode.
According to Ralph White and Ronald Lippitt in Herbert’s book 1976:381, the major behavior differences among the autocratic, democratic, and
laissez-faire styles can be determined through 4 functions as follows:
i. Policy Decisions
Macdonald 2006:108 defines policy as a statement that expresses the intended standards of practice and behavior of an organization, including
behavior. In addition, policy decisions defined as those decisions that define the basic principles of the organization and determine how it will develop and
function in the future www.sociocracy.infopolicy-decisions.
ii. Planning
Macdonald 2006:151 states that performance planning is used to make clear what is to be accomplished this year in one year, two years, three or five
years. Through the planning, it clarifies what a leader or a manager is expected to do.
iii. Task Assignment
According to Macdonald in his book 2006:116, task is defined as an assignment to carry out work within limits that include the context, purpose,
quantity and quality of output expected, the resources available and the time by which the objective is to be reached. Task assignment aims to make very clear
what is to be done.
iv. Direction by leader
White and Lippitt in Herbert’s book 1976:381 give presentation about direction by leader as the way how the leader praises and criticizes the members
in organization. To summarize the major behavior among the leadership styles, the writer adds a table which is adapted from Ralph White and Ronald Lippitt
1976:381.
Table 1. Comparison of Leadership Styles Function
Autocratic Democratic
Laissez-Faire
Policy Decisions Determined by
leader. Determined by
group discussion and decision,
encouraged and assisted by leader.
Complete freedom for
group or individual
decision; minimum of
leader participation.
Planning Leader dictates
techniques and activity steps one
at a time; future steps always
largely uncertain. Discussion period
provides perspective on
activity. Leader sketches general
steps to group goal; when
technical advice is needed, leader
suggests two or more alternatives
from which choice can be made.
Leader supplies various necessary
materials; provides
information only when asked.
Takes no other part in work
discussion.
Task Assignment Leader dictates
each member’s work task and
work companion. Members choose
their own work companions;
group determines division and
assignment of tasks.
Leader takes no part in
assignments.
Direction by Leader
Leader praises and criticizes each
member’s work in “personal” terms;
remains aloof from active group
participation except when
demonstrating. Leader is
“objective” or “fact-minded” in
his praise or criticism; tries to
be a regular group member in spirit
without doing too much of the work.
No attempt to intervene in task
processes; unless questioned, only
gives infrequent spontaneous
comments on member
activities.
C. Theoretical Framework
The aim of this study is to find out how Miranda’s directive speech acts show her leadership style in The Devil Wears Prada Movie. Some applicable
theories are used in this research to support the process of the data analysis. The first thing in this research, the writer uses Searle’s idea about the
classification of speech acts, especially in directive speech act. The second part, in order to solve the first problem about the types of directive speech act employed
by Miranda to her subordinates, the writer uses Searle’s statement to identify the types of directive speech acts. Besides, Holmes’ theory about the form of the
directive speech act is also applied in this research. Through those theories, the writer could understand the types and the forms of the directive speech acts in
each Miranda’s utterances. As known that each leadership style has particular characteristics, the
result from the first problem formulation will be analyzed through direct and indirect speech act by Yule 1996, politeness strategy by Brown and Levinson
1987, and the components of speech by Hymes 2010. The result from those processes will be used to find out how the directives speech acts show the
leadership style of Miranda according to Lewin’s theory of leadership 1976. Hence, the data will answer the second question in the problem formulation.
