Employee acceptance of leaders decisions employees

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- employee acceptance of leader’s decisions - employees’ role clarity - employee maturity 4 situational theories:(1) Fiedler contingency model - 3 - Country Club Management 1,9 Thoughtful attention to the needs of ppl for satisfying relationships leads to a comfortable, friendly org atmosphere & work tempo Middle-of-the-Road Management 5,5 Adequate org. performance is possible thru balancing the necessity to get work w/ maintaining morale of ppl @ satisfactory level Team Management 9,9 Work accomplishment is from committed ppl who have a “common stake” in org’s purpose; leads to relationships of trust & respect Impoverished Management 1,1 Exertion of min. effort to get required work done is appropriate to sustain org. membership Authority-Obedience Management 9,1 Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to min. degree
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P ART 4: S HARING THE O RGANIZATIONAL V ISION (2) Hersey and Blanchard’s situational leadership theory (3) Path-goal theory (4) Substitutes for leadership Fiedler Contingency Model = theory that proposes effective group performance depends upon proper match btwn leader’s style & degree to which situation gives control to the leader *Least Preferred Co-worker (LPC) Questionnaire : determine whether individuals were primarily interested in good personal relations w/ co- workers ( relationship oriented ), OR primarily interested in productivity ( task oriented ) - assumes an individual’s leadership style is fixed → therefore, if situation requires task-oriented leader but the leader is relationship oriented, situation must be modified / or leader be replaced, in order to achieve optimum effectiveness 3 Contingency Dimensions that define situation: Leader-member relations degree of confidence, trust, respect members have in their leader Task structure degree to which job assignments are procedurized (structured / unstructured) Position power degree of influence leader has over power variables (hiring, firing, discipline, promotions, salary) - better leader-member relations, highly structured the job, stronger position power → more leader control - task-oriented leaders perform best in situations of high & low control relationship-oriented leaders perform best in moderate control situations Hersey & Blanchard ’s Situational Leadership Theory (SLT) = …effective leaders adapt their leadership style according to how willing/able follower is to perform tasks - leader-follower relationship: analogous to that btwn parent & child: as child (follower) becomes more mature, parent (leader) needs to relinquish control 4 leader behaviours: (highly directive ←→ highly laissez-faire/ free of regulations ) F OLLOWER R EADINESS L EADER B EHAVIOURS R1 Unable & Unw illing /inse cure Telling (be highly directive ) give clear & specific directions R2 Unable & Willing Selling the task high task orientation (compensate for lack of ability) & high relationship orientation (get follower to “buy into” leader’s desires) R3 Able & Unwilling Participating
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