High initiating structure low consideration low

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High Initiating Structure Low Consideration Low Initiating Structure High Consideration Low Initiating Structure Low
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Chapter 9 Copyright 2011 Vandeveer, Menefee 13 High Low 9 Low High Concern for People Concern for Production 1,9 Management Thoughtful attention to needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo. 9,9 Management Work accomplisment is from committed people. Interdependence through a "common stake" in organization purpose leads to relationships of trust and respect. 5,5 Management Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level. 1,1 Management Exertion of minimum effort to get work done as appropriate to sustain organization membership. 9,1 Management Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree. Development of the Management Grid
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THE CONTINGENCY MODEL FOR LEADERSHIP The contingency model links the situation with the concept of task and relationship in the leader-subordinate role Chapter 9 Copyright 2011 Vandeveer, Menefee 14
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THE CONTINGENCY MODEL FOR LEADERSHIP There are three elements of the leader- follower contingency model developed by Fred Fiedler: Position power – the degree to which a leader’s position ensure compliance. Task structure – the degree of clarity for goal accomplishment. Leader-member relations – the nature of relationship between the leader and the members. Chapter 9 Copyright 2011 Vandeveer, Menefee 15
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SITUATIONAL LEADERSHIP BY HERSEY AND BLANCHARD Directive/Telling Style (S1) Coaching/Selling Style (S2) Participating/Supporting (S3) Delegating (S4) Chapter 9 Copyright 2011 Vandeveer, Menefee 16
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SITUATIONAL LEADERSHIP This style varies in three ways: The amount of direction – directive behavior. The amount of support – supportive behavior. The amount of involvement in decision making by the follower. Chapter 9 Copyright 2011 Vandeveer, Menefee 17
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Chapter 9 Copyright 2011 Vandeveer, Menefee 18 Situational Leadership Directive Behavior Low High R4 R3 R2 R1 S1 S2 S3 S4 Relationship Behavior High Able and willing Able, but unwilling Unable, but willing Unable and unwilling Follower Readiness Leader behaviors Telling Selling Participating Delegating
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PATH-GOAL THEORY OF LEADERSHIP Chapter 9 Copyright 2011 Vandeveer, Menefee 19 Leader identifies employee needs. Path Appropriate goals are established. Directive Leader connects rewards with goal(s) Directive Leader provides assistance on employee’s path toward goals. Employees become satisfied and motivated and accept the leader. Effective performance occurs. Both employees and organization better reach their goals. Supportive behavior Participative behavior Achievement Motivation
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CONTEMPORARY APPROACHES TO LEADERSHIP Attribution theory Charismatic and visionary leadership Transactional leadership Transformational leadership Emotional intelligence Chapter 9 Copyright 2011 Vandeveer, Menefee 20
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ATTRIBUTION THEORY
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  • Spring '08
  • Dahlstrom
  • Vandeveer, Menefee

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