Unit 4 Individual Project.pptx - Unit 4 Individual Project MGMT604 – Organizational Behavior Professor Donald Pratl DeShawn E Reed Kurt Lewin’s

Unit 4 Individual Project.pptx - Unit 4 Individual Project...

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Unformatted text preview: Unit 4 Individual Project MGMT604 – Organizational Behavior Professor Donald Pratl DeShawn E. Reed Kurt Lewin’s Leadership Styles Autocratic • Leader dictates • Unilateral decisionmaking • Limited employee participation Democratic • Leader delegates • Employees involved in decisionmaking Laissez-Faire • Very little guidance from leader • Group members make decisions on their own Autocratic vs Democratic Autocratic Democratic Not motivational Generally the most effective style Creates a negative environment Brings employees together Can lead to resentment among employees Opens the lines of communication Can impair morale Employees are more motivated and creative May lead to employee dissatisfaction Higher quality work produced Employees may be more productive Can slow down the decision-making process Transactional Leadership Situational Leadership Path-Goal Leadership Leadership depends on situational factors Major factor in employee motivation, productivity, and job satisfaction No single leadership style is best Leader should adapt their style to the personalities of group members Effective leaders must adapt their style to the situation Four styles: No single leadership style is best Four styles: 1. Telling 1. Directive 2. Selling 2. Supportive 3. Participating 3. Participative 4. Delegating 4. Achievement-oriented Transformational Leadership Leaders lead by example Exhibit courageousness, confidence, and are willing to make sacrifices Use rapport, inspiration, and empathy to engage workers Raises the motivation level of a group Can a Leader Be Both Transformational & Transactional? “The best leaders are both transformational and transactional.” - Bernard M. Bass, 1990 Transactional Transformation al Charismatic Leadership Enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways 5 characteristics: 1. Have a vision 2. Ability to articulate the vision 3. Willingness to take risks 4. Sensitivity to the environmental constraints and follower needs 5. Behaviors that are out of the ordinary Transformational vs Charismatic Transformational • Use a collective vision to build trust • The team’s thoughts and opinions are considered • Must use their follower’s strengths and aspirations to achieve organizational goals Charismatic • Use charm to build loyalty among followers • Leader “sells” idea to followers • Can effect positive change if their skills are used for good Recommendation for CMA References Aarons, G. A. (2006). Transformational and transactional leadership: Association with attitudes toward evidence-based practice. Psychiatric services (Washington, D.C.), 57(8), 1162–1169. doi:10.1176/ps.2006.57.8.1162 Adenle, C. (2015, April 5). Transactional leadership, Transformational leadership, and a blended leadership approach. Retrieved from Admin. (2009, November 6). Kurt Lewin's leadership styles. Retrieved from Cherry, K. (2019, September 29). The situational theory of leadership. Retrieved from Cherry, K. (2019, September 11). What are the pros and cons of autocratic leadership? Retrieved from Darke, P. (2017, October 26). Charismatic vs. transformational leadership: Which is better? Retrieved from Management style - Meaning and different types of styles. (n.d.). Retrieved from Novinson, E. (2019, May 8). The path goal theory of leadership. Retrieved from Quain, S. (2019, February 12). The effects of leadership styles on the organization. Retrieved from Robbins, S. (2019). Organizational Behavior. Pearson Edition 17. Robbins, S.P., & Coulter M. (2012). Management. Upper Saddle River, NJ: Prentice Hall. White, S.K. (2018, February 21). What is transformational leadership? A model for motivating innovation. Retrieved from ...
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