4 Dampened Pendulum middle of the road Be fair and firm push for production but

4 dampened pendulum middle of the road be fair and

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4 Dampened Pendulum (middle of the road) "Be fair and firm", push for production but not all the way, "give some but not all attitude of management". 5 Team Management Highest concern for both people and production. Production is seen as a function of the integration of task and human requirements. Better managers are described by points towards this type of management. Personal Qualities of Leaders i. Ability to inspire others ii. Ability to understand human behaviour iii. Similarity with the group iv. Verbal assertiveness v. Willingness to communicate honestly vi. Dedication to the goals of the organization vii. Ability to inspire through example
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27 ix. Willingness to take risk x. Willingness to assume full responsibility for the group xi. Skill in the art of compromise xii. Ability to tolerate criticism Factors Influencing Leadership effectiveness Identification of situational factors within the work environs and the choice of appropriate leadership style is the essence of effective leadership. The following factors influences leader effectiveness in different work situations: - 1. Leader personality and past experiences:- managers value background and experiences will affect his or her choice of leadership styles. A manager who has had success in exercising little supervision or values the self-fulfilment needs of subordinates may adopt an employee-oriented style of leadership. A manger who distrusts subordinates or who simply likes to manage all work activities may adopt a more authoritarian role. 2. Expectation of superiors:- a superior who favours task oriented leadership may cause a manager to adopt that style of leadership. A superior who favours an employee-oriented style on the other hand may encourage the manager to adopt the employee-oriented leadership. 3. Subordinates characteristics and expectations:- the response of subordinates to managers will be subordinates characteristics in terms of skills and training influence the mangers choice of style. Highly capable employee would normally require less directly approach. The expectation of subordinates is another factor in determining how appropriate a
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28 particular style will be. Subordinates who have employee centred managers in the past may expect a new manager to have similar style and may react negatively to authoritarian leadership. 4. Tasks requirements: Jobs that precise instructions are to be followed demand more task oriented style than jobs whose operating procedures can be left largely to the individual employees e.g. University teaching. 5. Organisational climate and policy the “personality” or climate of an organisation influences the expectations and behaviours of organisation members. In organisations where climate and policies encourage strict accountability for expenses and results, managers usually supervise and control subordinates tightly.
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