Impoverished Leadership – Low Production/Low People This leader has neither a high regard for creating systems for getting the job done, nor for creating a work environment that is satisfying and motivating. The result is a place of disorganization, dissatisfaction and disharmony. Basically, the leader goes through the motions of leading but is uninvolved and withdrawn. Middle-of-the-Road Leadership – Medium Production/Medium People This style seems to be a balance of the two competing concerns. It may at first appear to be an ideal compromise. Therein lies the problem, though: When you compromise, you necessarily give away a bit of each concern so that neither production nor people needs are fully met. Leaders who use this style settle for average performance and often believe that this is the most anyone can expect. Team Leadership – High Production/High People According to the Blake Mouton model, this is the pinnacle of managerial style. These leaders stress production needs and the needs of the people equally highly. The premise here is that employees are involved in understanding organizational purpose and determining production needs. When employees are committed to, and have a stake in the organization’s success, their needs and production needs coincide. This creates a team environment based on trust and respect, which leads to high satisfaction and motivation and, as a result, high production. The good, the bad… More support from a large range of research studies than for trait approaches Focus on behaviours means that leadership can be learned/improved Two basic dimensions make it a useful tool for easy analysis and application BUT Doesn’t provide one universal effective leadership style No definitive link between a leader’s style and performance outcomes Therefore: No definitive link between a leader’s style and performance outcomes. For example, reseachers have not been able to demonstrate a consistent relationships between task and relationship behaviors and important outcomes such as morale, job satisfaction, and productivity.
So, there are conflicting and inconclusive results. Subsequent studies of leadership behaviours suggested that the maximum benefit of each style depended on the situation that was involved. And so, research attention then turned to examining the influence of situation— contingency approach, which we will discuss this afternoon. Chapter 5: Situational Leadership Situational Approach Hersey and Blanchard – 1969 Leader adapts his or her style to the situation Illustrated in SLII model – this chapter focuses on that model Leadership is directive and supportive Matched to followers competence and commitment SLII has two major dimensions – leadership style and development level of followers It depends… On the follower: o The new intern o Your vacation replacement o The person who has been around so long they don’t believe in anything any more
- Fall '13
- Leaders, Blake Mouton