Leadership grid downloaded by belinda sijie chen

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Leadership Grid Downloaded by Belinda Sijie Chen ([email protected]) lOMoARcPSD|2246719
9 possible positons but emphasis has been placed on 5 Country Club management (low concern for producton, high concern for people) Team management (high concern for producton, high concern for people) Middle-of-the-road management (medium concern for producton, medium concern for people) Impoverished management (low concern for producton, low concern for people) Authority-obedience (high concern for producton, low concern for people) Contngency Theories: Does the Situaton Mater? o Theories that propose that leadership efectveness depends on the situaton o Fiedler Contngency Model: Theory that proposes that efectve group performance depends on the proper match between the leader’s style and the degree to which the situaton gives control to leader Identfed three contngency dimensions that together defne the situaton a leader faces Leader-member relatons, Task structure, Positon power (degree of infuence a leader has over power variables; ex: hiring) o Hersey and Blanchard’s Situatonal Leadership Theory: Theory that proposes that efectve leaders adapt their leadership style according to how willing and able a follower is to perform tasks Four specifc leader behaviours – from highly directve to highly laissez-faire o Path-Goal Theory: Theory that says it is the leader’s job to assist followers in ataining their goals and to provide the necessary directon and/or support to ensure that their individual goals are compatble with the overall goals of the group or organizaton Three guidelines to be efectve: determine the outcome subordinates want, reward individuals with their desired outcomes when they perform well, let individuals know what they need to do to receive rewards Four leadership behaviours that might be used in diferent situatons: Directve, supportve, partcipatve and achievement-oriented leader Substtutes for leadership o Experience and training can replace need for leader’s support or ability o Organizatonal characteristcs (rigid rules and procedures) can replace formal leadership Inspiratonal Leadership From Transactonal to Transformatonal Leadership o Transactonal leaders: leaders who guide or motvate their followers in the directon of established goals by clarifying role and task requirements o Transformatonal leaders: leaders who inspire followers to go beyond their own self-interests for the good of the organizaton and have a profound and extraordinary efect on their followers o Charismatc leadership: leadership that critcally examines the status quo with a view to developing and artculatng future strategic goals or vision for the organizaton, and then leading organizatonal members to achieve these goals through empowering strategies o Both transformatonal and charismatc leaders work to empower their followers to reach higher goals o The best leaders are transactonal and transformatonal Sharing a Vision o

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