Las over which theres most disagreement trustworthy

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LAs over which there’s Most Disagreement trustworthy dynamic motive arouser decisive intelligent dependable plans ahead excellence oriented team builder encouraging non-cooperative irritable egocentric ruthless dictatorial loner/self-centred subdued intragroup conflict avoider cunning sensitive provocateur self-effacing willful Behavioural Theories: Do Leaders Behave in Particular Ways? (training ppl to be leaders) behavioural theories of leadership = …that specific behaviours differentiate leaders from nonleaders - all consider 2 main dimensions to characterize managers: attention to production & attention to ppl 2 D IMENSIONS OF L EADERSHIP B EHAVIOUR The Ohio State Studies Initiating structure extent to which leader is likely to define and structure his role & roles of employees in order to attain goals behaviour that attempts to organize work, work relationships, goals Consideration … leader is likely to have job relationships characterized by mutual trust, respect for employees’ ideas, regard for their feelings high consideration → concern for employees’ comfort, well- being, status, satisfc’n The Michigan Studies Employee- Oriented (leader who) emphasizes interpersonal relations - personal interest in needs of subordinates - accept individual diff’s of members Production- Oriented (leader who) emphasizes technical / task aspects of the job main concern: accomplish group’s tasks; members were a only a means to that end Managerial (Leadership) Grid “concern for ppl” consideration (Ohio State) employee oriented (Michigan) 5 emphasis: Impoverished Management (1,1) Authority-Obedience Management (9,1) Middle-of-the-Road Management (5,5) Country Club Management (1,9) Team Management (9,9) “concern for production” initiating structure (Ohio State) production-oriented (Michigan) - 2 -
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P ART 4: S HARING THE O RGANIZATIONAL V ISION The Managerial Grid High 9 8 7 6 5 4 3 2 1 Concern for PEOPLE Low 1 2 3 4 5 6 7 8 9 Low High Concern for PRODUCTION RESEARCH: When should leaders be production-oriented? People-oriented? When subordinates exp. a lot of pressure b/c of deadlines / unclear tasks → Ppl-oriented leaders INC. employee satisfc’n & performance When task is interesting / satisfying → less need for leaders to be ppl-oriented When it’s clear how to perform the task and what the goals are → ppl-oriented leaders INC. employee satisfc’n (while those task-oriented dec. satisfc’n) When ppl don’t know what to do , or individuals don’t have the knowledge/skills to do the job → leaders should be production-oriented Contingency Theories: Does the Situation Matter? - leadership style depends upon situation situational (contingency) theories = propose leadership effectiveness is dependent on the situation Variables include: - degree of structure in task being performed - group norms - quality of leader-member relations - info availability - leader’s position power
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