This chapter discusses various theories of leadership. It describes leadership trait theory which proposes that certain traits are associated with effective leadership. It also outlines several behavioral and contingency leadership theories that focus on leadership styles and how they interact with situational factors. Several models are presented, including the Ohio State/University of Michigan model, the Managerial Grid, and the normative leadership theory decision tree. The chapter aims to explain key leadership concepts and theories.
The document discusses various leadership theories including trait theory, behavioral theories, contingency theories, and transformational leadership. It also covers dimensions of trust including integrity, competence, consistency, loyalty, and openness. Key leadership styles are examined such as autocratic, democratic, laissez-faire, and situational leadership.
The document summarizes several leadership theories and models, including:
1) Blake and Mouton's managerial grid model which plots leadership styles based on concern for production vs concern for people, identifying five main styles.
2) Bowers and Seashore identified four factors of leadership: support, interaction facilitation, goal emphasis, and work facilitation.
3) Prior research studied concepts of employee orientation vs production orientation and consideration vs initiating structure.
The document discusses organizational structures and leadership styles. It describes functional, divisional, and flat organizational structures. Autocratic leadership is discussed as well as its advantages and disadvantages. The importance of internal and external stakeholders is also covered. Training and selecting staff are identified as important factors for organizational success.
Peter Watson's Presentation on Talent Retention at the 2011 HR Summitpkwatson2099
What actions can you take to retain the top talents in your organisation? There are hundreds of options but your resources are limited and so sorting out which ones will have the maximum impact is absolutely critical for the success of your HR strategy. See examples of how I addressed talent retention with organisational development activities as well as targeted programs. However, one critical success factors operates across all interventions - the positive engagement and involvement of the immediate manager. Find out more and see if these actions can help your organisation.
The document discusses five management styles identified by Blake and Mouton on their managerial grid:
1. The impoverished style which shows little interest in staff or work.
2. The country club style which emphasizes people but pays little attention to results.
3. The task-oriented style which focuses solely on achieving results while ignoring people's needs.
4. The middle of the road style which aims to balance productivity and staff needs.
5. The team style which achieves high performance through committed people who identify with organizational aims.
This document discusses different theories of leadership. It covers trait theories which look for distinguishing characteristics of leaders, behavioral theories which examine leadership styles (autocratic, democratic, laissez-faire), and contingency theories which argue the most effective leadership depends on situational factors. Contingency theories discussed include Fiedler's model, path-goal theory, and situational leadership theory. The document also briefly mentions team leadership roles.
This document discusses organizational change and the challenges of managing in turbulent times. It identifies several driving forces of change, including advancing technology, increasing workforce diversity, rising public expectations of corporate social responsibility, tougher global competition, and the need to satisfy multiple stakeholders. Effective management requires navigating these challenges through planning, organizing, leading, and controlling organizational resources to achieve goals in an efficient and effective way.
This chapter discusses various theories of leadership. It describes leadership trait theory which proposes that certain traits are associated with effective leadership. It also outlines several behavioral and contingency leadership theories that focus on leadership styles and how they interact with situational factors. Several models are presented, including the Ohio State/University of Michigan model, the Managerial Grid, and the normative leadership theory decision tree. The chapter aims to explain key leadership concepts and theories.
The document discusses various leadership theories including trait theory, behavioral theories, contingency theories, and transformational leadership. It also covers dimensions of trust including integrity, competence, consistency, loyalty, and openness. Key leadership styles are examined such as autocratic, democratic, laissez-faire, and situational leadership.
The document summarizes several leadership theories and models, including:
1) Blake and Mouton's managerial grid model which plots leadership styles based on concern for production vs concern for people, identifying five main styles.
2) Bowers and Seashore identified four factors of leadership: support, interaction facilitation, goal emphasis, and work facilitation.
3) Prior research studied concepts of employee orientation vs production orientation and consideration vs initiating structure.
The document discusses organizational structures and leadership styles. It describes functional, divisional, and flat organizational structures. Autocratic leadership is discussed as well as its advantages and disadvantages. The importance of internal and external stakeholders is also covered. Training and selecting staff are identified as important factors for organizational success.
Peter Watson's Presentation on Talent Retention at the 2011 HR Summitpkwatson2099
What actions can you take to retain the top talents in your organisation? There are hundreds of options but your resources are limited and so sorting out which ones will have the maximum impact is absolutely critical for the success of your HR strategy. See examples of how I addressed talent retention with organisational development activities as well as targeted programs. However, one critical success factors operates across all interventions - the positive engagement and involvement of the immediate manager. Find out more and see if these actions can help your organisation.
The document discusses five management styles identified by Blake and Mouton on their managerial grid:
1. The impoverished style which shows little interest in staff or work.
2. The country club style which emphasizes people but pays little attention to results.
3. The task-oriented style which focuses solely on achieving results while ignoring people's needs.
4. The middle of the road style which aims to balance productivity and staff needs.
5. The team style which achieves high performance through committed people who identify with organizational aims.
This document discusses different theories of leadership. It covers trait theories which look for distinguishing characteristics of leaders, behavioral theories which examine leadership styles (autocratic, democratic, laissez-faire), and contingency theories which argue the most effective leadership depends on situational factors. Contingency theories discussed include Fiedler's model, path-goal theory, and situational leadership theory. The document also briefly mentions team leadership roles.
This document discusses organizational change and the challenges of managing in turbulent times. It identifies several driving forces of change, including advancing technology, increasing workforce diversity, rising public expectations of corporate social responsibility, tougher global competition, and the need to satisfy multiple stakeholders. Effective management requires navigating these challenges through planning, organizing, leading, and controlling organizational resources to achieve goals in an efficient and effective way.
This document outlines an agenda for a workshop on building great teams. The agenda includes discussions of the importance of teams, models for team alignment and engagement, a bridge building simulation exercise, and strategies for effective cross-functional team management. Specific strategies covered are communication, building trust between team members, and helping teams add value. The workshop aims to provide team leaders with tools and frameworks to strengthen performance at both the individual team and organizational levels.
Strategic leadership involves managing the paradox between managerial and visionary leadership models. Effective strategic leadership determines strategic direction by developing a long-term vision of strategic intent with two parts: core ideology and an envisioned future. It also exploits and maintains core competencies, develops human capital, sustains an effective organizational culture through establishing ethical practices and balanced organizational controls measured by the balanced scorecard framework.
The UNC Leadership Survey 2012: Women in Business explores how companies attract, develop, and recruit women. Survey respondents included talent management professionals from all over the world.
This document provides a summary of McKinsey & Company's research on women in leadership from 2007-2012. The 3 key points are:
1) Companies with more gender diverse management teams had better financial performance between 2003-2007.
2) Women more frequently exhibit leadership behaviors like developing people and setting expectations that improve organizational performance.
3) While more women have entered corporate boards and executive committees over time, implementation of gender diversity programs and changing promotion systems will be needed to close the remaining gender gaps at the top of organizations.
This document provides feedback from a team assessment survey completed by 17 raters on the Retail Brand Leadership Team. It analyzes the team's performance based on the "Rocket Model", which identifies key components of high-performing teams: Context, Mission, Talent, Norms, Buy-In, Power, and Morale. For each component, the team's performance is rated on a scale of 1 to 5. The report identifies areas of strength and opportunities for improvement for enhancing team effectiveness.
The document discusses organizational structure and design. It defines key aspects of structure like complexity, formalization, and centralization. It describes classical views of structure including division of labor, unity of command, and departmentalization. It also discusses different types of organizational designs like mechanistic, organic, Mintzberg's configurations including simple, machine bureaucracy, professional bureaucracy, and adhocracy structures. The document provides an overview of factors that influence organizational structure design like strategy, size, technology, environment, and power and politics.
From Explotation of Resources to Unfolding of Human PotentialErwin van der Koogh
This document summarizes a presentation given by Franz Röösli on January 25th, 2013 at the Stoos Connect event. The presentation discusses shifting from a traditional management paradigm of exploiting resources to a new paradigm of unfolding human potential. Some of the key findings highlighted include that striving for excellence is innate to human nature, motivating people externally is ineffective, and the purpose of companies is to serve society. The presentation advocates transforming management models from centralized hierarchies to decentralized networks through cultural change and paradigm shifts around leadership, goals, and processes.
Perception’S Of Leadership In The Sports Realmdonaldrbigelow
This document discusses perceptions of leadership in sports from the perspectives of athletes and coaches. It provides an overview of definitions of leadership and then outlines views on leadership from athletes, such as the traits they look for in a captain like working hard and leading by example. The document also discusses coaches' views, such as the importance of communication and preparing players. It concludes by noting that effective leadership is seen as vital for achievement and team cohesion in sports and is transferable to daily life.
IAF605 week 12 chapter 15 the organization of international businessIAF605
This document provides an overview and agenda for a class on international business management. It discusses organizational structures at Infosys and how the company has evolved over time. It also addresses coordination and control systems, organizational culture, and the relationship between strategy and organization. Students are asked questions about Infosys' organization and whether they would want to work there. The document outlines objectives to profile traditional and contemporary organizational structures, coordination/control systems, and the role of organizational culture in international companies.
Keynote (EN): Leading with Flexible Targets - Beyond Budgeting & the performa...Gebhard Borck
Keynote presentation for several companies in Bergamo, Italy.
Presented by Sergio Mascheretti (I.T.M. Consulenza) and Niels Pflaeging (BetaCodex Network
This document discusses organizational structure and culture. It defines organizational structure as how job tasks are divided and coordinated, and discusses common structural elements like work specialization, departmentalization, and span of control. It also examines why organizational structures differ based on factors like strategy, size, technology, environment, and global implications. Finally, it introduces the topic of organizational culture and the importance of creating an ethical culture.
Keynote Presentation: 21st Century Communications: Successful strategies to deliver authentic communications that engage employees and build reputation
Presented by: David Grossman, Founder and CEO, The Grossman Group
In today's fast-paced, high-tech, multi-dimensional business environment, leaders compete to get their messages through to employees. In this environment, the challenges are many – how can you help employees prioritize and interpret the information they receive in order to do their jobs well and in line with expectations? How can leaders demonstrate the core values of the company and lead with integrity and authenticity?
New lessons are emerging from today’s corporate front-line. Join David Grossman as he shares key learnings from his experiences with leaders and employees of Fortune 500 companies around the globe. Learn the Top 10 Standout Strategies that leaders and communicators can use to bring humanity and corporate character to the workplace and help leaders connect with the hearts and minds of employees.
In this session, you'll learn:
What 21st Century Communications means for businesses today?
Why leaders and communicators need to be audience - and environment - aware more than ever?
What’s winning the battle for senior management’s attention and resources?
How to align multiple generations and communication practices for a successful overall communications system?
What tried-and-true strategy is on life support in most organizations today?
What's the impact of adding social media to your overall internal communication system, and how can you ensure you're not contributing to the clutter and information overload many employees feel?
David Grossman (www.yourthoughtpartner.com) is one of the industry’s most sought after experts in internal and leadership communications. This is a unique opportunity to learn winning strategies, engage in thought-provoking discussion, and consider what's possible to elevate and accelerate your business results by integrating high-tech and low-tech communication strategies to achieve true employee engagement and brand equity on the inside.
www.bdionline.com
The document summarizes Blake and Mouton's Managerial Grid leadership model. The model depicts two dimensions - concern for people and concern for production - which when plotted on a grid, define five different leadership styles: impoverished management, task management, middle-of-the-road, country club, and team management. Team management, with high concern for both people and production, is considered the most effective style. The grid helps managers analyze their own style and work to improve it. However, the model does not account for external factors that could influence leadership.
Leadership and followership are complementary processes that guide behavior in organizations. Leadership can be formal, based on position, or informal, based on respect. Followership involves being guided by a leader. Effective leadership involves both directing an organization and empowering followers, while good followership requires responsible participation and relationship-building with leaders. The styles and behaviors of both effective leaders and followers depend on situational factors.
1. The document discusses challenges of teamwork such as conflict management and decision making. It covers components of team dynamics and reasons for team failure.
2. High-performing teams have clear goals and roles, effective communication, and recognize individual and team contributions. The four stages of team development are forming, storming, norming, and performing.
3. Building an effective team requires selecting members with complementary skills, establishing common goals and mutual accountability. Leaders must facilitate participation and manage conflict to foster cooperation.
The document discusses applying the Rocket Model to virtual teams. It recommends that virtual team leaders: 1) hold an initial face-to-face meeting to set expectations; 2) be patient as virtual teams take longer to develop norms and cohesion; and 3) address unique issues such as clarifying context, roles, and accountability to build an effective virtual team. The Rocket Model provides guidance on team development, and its exercises can be adapted to diagnose and improve virtual team performance.
The document summarizes a presentation on change management given by Irene Roele. It discusses several topics related to managing change, including why change initiatives often fail due to poor planning and assumptions of direct control. It also covers types of change, challenges of big data for organizations, and recommended reading on change management and strategic leadership.
This document discusses group dynamics and the development of groups. It describes the key criteria that define a group, including a common identity, collective norms, and collective goals. Formal groups in organizations fulfill important functions such as accomplishing complex tasks, generating new ideas, and socializing newcomers. Groups also fulfill individual functions like satisfying affiliation needs and boosting self-esteem. Tuckman's model of group development outlines five stages - forming, storming, norming, performing, and adjourning - that characterize how groups evolve over time. Norms guide social behavior in groups and are formed and enforced in various ways. Roles represent expected behaviors for given positions and can lead to outcomes like role overload, role conflict,
The document discusses various theories and frameworks of leadership including trait theories, behavioral theories, contingency models, and contemporary approaches like charismatic, transformational, and transactional leadership. It also identifies important skills for effective leadership such as self-awareness, communication, problem solving, influence and empowerment, conflict management, and motivation. Theories indicate that leadership style should match the demands of the particular situation to achieve optimal performance.
The document discusses several theories of leadership including:
1) Trait theories which examine personality characteristics and traits of leaders.
2) Situational theories which argue that effective leadership depends on characteristics of the leader, followers, and aspects of the situation.
3) Contingency theories which propose that the most effective leadership style depends on situational factors such as the task, the followers, and aspects of the organization.
This document outlines an agenda for a workshop on building great teams. The agenda includes discussions of the importance of teams, models for team alignment and engagement, a bridge building simulation exercise, and strategies for effective cross-functional team management. Specific strategies covered are communication, building trust between team members, and helping teams add value. The workshop aims to provide team leaders with tools and frameworks to strengthen performance at both the individual team and organizational levels.
Strategic leadership involves managing the paradox between managerial and visionary leadership models. Effective strategic leadership determines strategic direction by developing a long-term vision of strategic intent with two parts: core ideology and an envisioned future. It also exploits and maintains core competencies, develops human capital, sustains an effective organizational culture through establishing ethical practices and balanced organizational controls measured by the balanced scorecard framework.
The UNC Leadership Survey 2012: Women in Business explores how companies attract, develop, and recruit women. Survey respondents included talent management professionals from all over the world.
This document provides a summary of McKinsey & Company's research on women in leadership from 2007-2012. The 3 key points are:
1) Companies with more gender diverse management teams had better financial performance between 2003-2007.
2) Women more frequently exhibit leadership behaviors like developing people and setting expectations that improve organizational performance.
3) While more women have entered corporate boards and executive committees over time, implementation of gender diversity programs and changing promotion systems will be needed to close the remaining gender gaps at the top of organizations.
This document provides feedback from a team assessment survey completed by 17 raters on the Retail Brand Leadership Team. It analyzes the team's performance based on the "Rocket Model", which identifies key components of high-performing teams: Context, Mission, Talent, Norms, Buy-In, Power, and Morale. For each component, the team's performance is rated on a scale of 1 to 5. The report identifies areas of strength and opportunities for improvement for enhancing team effectiveness.
The document discusses organizational structure and design. It defines key aspects of structure like complexity, formalization, and centralization. It describes classical views of structure including division of labor, unity of command, and departmentalization. It also discusses different types of organizational designs like mechanistic, organic, Mintzberg's configurations including simple, machine bureaucracy, professional bureaucracy, and adhocracy structures. The document provides an overview of factors that influence organizational structure design like strategy, size, technology, environment, and power and politics.
From Explotation of Resources to Unfolding of Human PotentialErwin van der Koogh
This document summarizes a presentation given by Franz Röösli on January 25th, 2013 at the Stoos Connect event. The presentation discusses shifting from a traditional management paradigm of exploiting resources to a new paradigm of unfolding human potential. Some of the key findings highlighted include that striving for excellence is innate to human nature, motivating people externally is ineffective, and the purpose of companies is to serve society. The presentation advocates transforming management models from centralized hierarchies to decentralized networks through cultural change and paradigm shifts around leadership, goals, and processes.
Perception’S Of Leadership In The Sports Realmdonaldrbigelow
This document discusses perceptions of leadership in sports from the perspectives of athletes and coaches. It provides an overview of definitions of leadership and then outlines views on leadership from athletes, such as the traits they look for in a captain like working hard and leading by example. The document also discusses coaches' views, such as the importance of communication and preparing players. It concludes by noting that effective leadership is seen as vital for achievement and team cohesion in sports and is transferable to daily life.
IAF605 week 12 chapter 15 the organization of international businessIAF605
This document provides an overview and agenda for a class on international business management. It discusses organizational structures at Infosys and how the company has evolved over time. It also addresses coordination and control systems, organizational culture, and the relationship between strategy and organization. Students are asked questions about Infosys' organization and whether they would want to work there. The document outlines objectives to profile traditional and contemporary organizational structures, coordination/control systems, and the role of organizational culture in international companies.
Keynote (EN): Leading with Flexible Targets - Beyond Budgeting & the performa...Gebhard Borck
Keynote presentation for several companies in Bergamo, Italy.
Presented by Sergio Mascheretti (I.T.M. Consulenza) and Niels Pflaeging (BetaCodex Network
This document discusses organizational structure and culture. It defines organizational structure as how job tasks are divided and coordinated, and discusses common structural elements like work specialization, departmentalization, and span of control. It also examines why organizational structures differ based on factors like strategy, size, technology, environment, and global implications. Finally, it introduces the topic of organizational culture and the importance of creating an ethical culture.
Keynote Presentation: 21st Century Communications: Successful strategies to deliver authentic communications that engage employees and build reputation
Presented by: David Grossman, Founder and CEO, The Grossman Group
In today's fast-paced, high-tech, multi-dimensional business environment, leaders compete to get their messages through to employees. In this environment, the challenges are many – how can you help employees prioritize and interpret the information they receive in order to do their jobs well and in line with expectations? How can leaders demonstrate the core values of the company and lead with integrity and authenticity?
New lessons are emerging from today’s corporate front-line. Join David Grossman as he shares key learnings from his experiences with leaders and employees of Fortune 500 companies around the globe. Learn the Top 10 Standout Strategies that leaders and communicators can use to bring humanity and corporate character to the workplace and help leaders connect with the hearts and minds of employees.
In this session, you'll learn:
What 21st Century Communications means for businesses today?
Why leaders and communicators need to be audience - and environment - aware more than ever?
What’s winning the battle for senior management’s attention and resources?
How to align multiple generations and communication practices for a successful overall communications system?
What tried-and-true strategy is on life support in most organizations today?
What's the impact of adding social media to your overall internal communication system, and how can you ensure you're not contributing to the clutter and information overload many employees feel?
David Grossman (www.yourthoughtpartner.com) is one of the industry’s most sought after experts in internal and leadership communications. This is a unique opportunity to learn winning strategies, engage in thought-provoking discussion, and consider what's possible to elevate and accelerate your business results by integrating high-tech and low-tech communication strategies to achieve true employee engagement and brand equity on the inside.
www.bdionline.com
The document summarizes Blake and Mouton's Managerial Grid leadership model. The model depicts two dimensions - concern for people and concern for production - which when plotted on a grid, define five different leadership styles: impoverished management, task management, middle-of-the-road, country club, and team management. Team management, with high concern for both people and production, is considered the most effective style. The grid helps managers analyze their own style and work to improve it. However, the model does not account for external factors that could influence leadership.
Leadership and followership are complementary processes that guide behavior in organizations. Leadership can be formal, based on position, or informal, based on respect. Followership involves being guided by a leader. Effective leadership involves both directing an organization and empowering followers, while good followership requires responsible participation and relationship-building with leaders. The styles and behaviors of both effective leaders and followers depend on situational factors.
1. The document discusses challenges of teamwork such as conflict management and decision making. It covers components of team dynamics and reasons for team failure.
2. High-performing teams have clear goals and roles, effective communication, and recognize individual and team contributions. The four stages of team development are forming, storming, norming, and performing.
3. Building an effective team requires selecting members with complementary skills, establishing common goals and mutual accountability. Leaders must facilitate participation and manage conflict to foster cooperation.
The document discusses applying the Rocket Model to virtual teams. It recommends that virtual team leaders: 1) hold an initial face-to-face meeting to set expectations; 2) be patient as virtual teams take longer to develop norms and cohesion; and 3) address unique issues such as clarifying context, roles, and accountability to build an effective virtual team. The Rocket Model provides guidance on team development, and its exercises can be adapted to diagnose and improve virtual team performance.
The document summarizes a presentation on change management given by Irene Roele. It discusses several topics related to managing change, including why change initiatives often fail due to poor planning and assumptions of direct control. It also covers types of change, challenges of big data for organizations, and recommended reading on change management and strategic leadership.
This document discusses group dynamics and the development of groups. It describes the key criteria that define a group, including a common identity, collective norms, and collective goals. Formal groups in organizations fulfill important functions such as accomplishing complex tasks, generating new ideas, and socializing newcomers. Groups also fulfill individual functions like satisfying affiliation needs and boosting self-esteem. Tuckman's model of group development outlines five stages - forming, storming, norming, performing, and adjourning - that characterize how groups evolve over time. Norms guide social behavior in groups and are formed and enforced in various ways. Roles represent expected behaviors for given positions and can lead to outcomes like role overload, role conflict,
The document discusses various theories and frameworks of leadership including trait theories, behavioral theories, contingency models, and contemporary approaches like charismatic, transformational, and transactional leadership. It also identifies important skills for effective leadership such as self-awareness, communication, problem solving, influence and empowerment, conflict management, and motivation. Theories indicate that leadership style should match the demands of the particular situation to achieve optimal performance.
The document discusses several theories of leadership including:
1) Trait theories which examine personality characteristics and traits of leaders.
2) Situational theories which argue that effective leadership depends on characteristics of the leader, followers, and aspects of the situation.
3) Contingency theories which propose that the most effective leadership style depends on situational factors such as the task, the followers, and aspects of the organization.
This document discusses various theories and frameworks of leadership. It begins by defining leadership and presenting classic studies on trait theories that examined personality characteristics of leaders. It then covers behavioral theories such as Ohio State studies on consideration and initiating structure, and University of Michigan studies on employee-oriented and production-oriented styles. Contingency theories are discussed like Fiedler's model linking leadership style and situational control, and Hersey and Blanchard's situational theory relating leadership style to follower maturity. Other topics include path-goal theory linking leader behavior and follower motivation, and characteristics of charismatic leadership like vision, risk-taking, and acting as a change agent.
High performing leaders exhibit several key traits and behaviors:
1. They create a clear vision for the future and set specific, measurable goals to achieve that vision. They develop action plans and monitor progress.
2. They build strong, cohesive teams by establishing clear roles and responsibilities, promoting collaboration, and caring about individual team members.
3. They allocate tasks effectively by delegating routine work and developing employees' skills through more challenging assignments. They provide clear expectations and monitor results.
4. They develop people by creating formal development plans with employees to identify skills to strengthen and opportunities to take on more responsibility over time. High performing leaders focus on developing future leaders within the organization.
High performing leaders exhibit several key traits and behaviors:
1. They create a clear vision for the future and set specific, measurable goals to achieve that vision. They develop action plans and monitor progress.
2. They build strong, cohesive teams by establishing clear roles and responsibilities, promoting problem solving, and caring about individual members.
3. They allocate tasks effectively by delegating routine work and developing employees' skills through more challenging assignments.
Leaders act as coaches by creating learning plans to help employees strengthen abilities and advance the organization's objectives. Their focus is on developing future leaders rather than just managing current followers.
The document discusses key leadership skills and models. It covers the six traits of effective leaders: drive, desire to lead, integrity, self-confidence, intelligence, and job-relevant knowledge. It also discusses leadership styles in the managerial grid model and contingency model of leadership. The document then outlines the elements of high performing leadership, including being a vision creator, team builder, task allocator, people developer, and motivation stimulator. For each element, it provides details on the related skills and approaches.
Leadership ad Alto Livello 2. La Griglia di Gestione della LeadershipManager.it
This document discusses traits of effective leaders and leadership models. It describes Blake and Mouton's Managerial Grid, which evaluates leaders based on their concern for tasks and people. The ideal style is team management, with high concern for both. Other styles include country club management, task management, and impoverished management. The document also lists elements of high performing leaders such as vision creation, team building, and motivating staff.
Fiedler's Contingency Model proposes that a leader's effectiveness depends on the interaction between their leadership style (measured by the LPC questionnaire as either task-oriented or relationship-oriented) and the favorability of the situation, which is determined by leader-member relations, task structure, and position power. The model suggests that task-oriented leaders perform best in very favorable or very unfavorable situations, while relationship-oriented leaders are most effective in moderately favorable situations. Rather than changing their style, leaders are advised to alter the situation to increase their effectiveness according to the model.
This document discusses leadership and compares it to management. It provides an overview of key differences between leadership and management in areas such as direction, alignment, relationships, personal qualities, and outcomes. It also covers models of leadership including the leadership continuum, the leadership grid, and stages of individualized leadership development. The leadership continuum shows the range from boss-centered to subordinate-centered leadership. The leadership grid plots levels of concern for people and concern for results. Finally, stages of individualized leadership development progresses from management to team management to systems and networks leadership.
Leadership is a process of directing and influencing people to accomplish goals. The document discusses several important theories of leadership including: 1) Blake and Mouton's Managerial Grid which identifies 5 leadership styles based on task and people orientation. 2) House's Path-Goal Theory which proposes that a leader's style should match their subordinates and environment. 3) The Great Man Theory which suggests great leaders are born with innate leadership traits. 4) Trait Theory which identifies core personality traits of successful leaders. 5) LMX Theory which proposes leaders form different quality relationships ("in-groups" and "out-groups") with subordinates.
Palli Karma-Sahayak Foundation (PKSF) practices a participative leadership style that focuses on both production and people. PKSF establishes partnerships with microfinance institutions to provide loans and financial services to the poor. It aims to alleviate poverty through employment generation. PKSF coordinates the efforts of its 257 partner organizations across Bangladesh to achieve its vision of improving livelihoods.
Chapter 3 (shared using http://VisualBee.com).VisualBee.com
Contingency approaches seek to match leadership style to situational factors. Fiedler's contingency model assesses whether a leader is task-oriented or relationship-oriented and matches that to favorable or unfavorable situations. Hersey and Blanchard's situational theory matches leadership style to follower readiness levels. Path-goal theory aims to clarify paths to goals and increase rewards. The Vroom-Jago model identifies appropriate levels of follower participation. Substitutes can replace leadership while neutralizers counteract certain leadership styles.
Style theory considers the behaviors of leaders and identifies two main types: task behavior and relationship behavior. It refers to three key theories/studies: the Ohio State University studies, the Michigan University studies, and the Blake and Mouton Managerial Grid. The Managerial Grid identifies five leadership styles based on the level of concern for results and people: authority-compliance, country club, impoverished, middle-of-the-road, and team management. It also notes strengths like ease of application and validation through studies, and weaknesses like inconsistencies in relationship behaviors.
The Blake and Mouton Managerial Grid proposes that leadership styles can be depicted on a grid with two dimensions: concern for people on the y-axis and concern for production on the x-axis. Each dimension ranges from low (1) to high (9), creating 81 possible positions for a leader's style. The five resulting leadership styles are Impoverished Management (1,1), Task Management (9,1), Middle-of-the-Road (5,5), Country Club (1,9), and Team Management (9,9), which is considered the most effective style.
Organizational development technique developed by blake and moutonAnil Eapen
This document discusses the Grid Training Technique of organizational development. [1] The Grid Training model, proposed by Blake and Mouton, aims to develop individuals, teams, and the entire organization by evaluating managers' concerns for productivity and people. [2] It outlines six stages of the Managerial Grid training process: training managers on the grid concepts, developing teams, developing intergroup relationships, setting organizational goals, attaining those goals, and stabilizing the changes. [3] The document also interprets the leadership positions depicted on the managerial grid.
This document provides an overview of various leadership theories discussed in a class on leadership theories taught by Professor Sherrie Lu. It summarizes trait theories, behavioral theories including the Ohio and Michigan studies, contingency theories like Fiedler's and path-goal theory, and contemporary theories like transactional and transformational leadership. Key concepts covered include the nature of leadership, managing vs leadership, consideration vs initiating structure behaviors, leadership styles, and how the most effective leadership style depends on situational or contingency factors.
The document summarizes three leadership theories:
1. Managerial Grid Theory identifies five leadership styles based on concern for production and people. The optimal style is high concern for both.
2. Path-Goal Theory states that a leader's style should motivate employees by focusing on the task and environment. Directive, supportive, participative, and achievement-oriented styles should be used.
3. Contingency Theory says a leader's effectiveness depends on matching their style (task-oriented or relationship-oriented) to the situation based on relationships, task clarity, and authority. The LPC scale determines a leader's orientation.
The document discusses various leadership theories including trait theory, behavioral theories, contingency models like Fiedler's model and path-goal theory. It also covers different leadership styles like autocratic, democratic, laissez-faire and situational leadership approaches based on follower maturity. The goal of leadership is to motivate followers to accomplish shared objectives through influencing their activities in an organized manner.
The sales manager blamed the sales staff for low sales figures and threatened to replace underperforming staff. A newly recruited former Sri Lankan cricketer supported the manager's argument that underperforming players on a cricket team would be replaced. However, the cricketer added that if the entire team fails continuously, the captain and coach would also be replaced, implying that the manager was ultimately responsible for leading the team's poor performance. The document then discusses various models and theories of leadership.
Personality traits are strongly linked to leadership abilities. Research shows the five main personality traits of Adjustment, Ascendance, Likeability, Prudence, and Intellect/Openness can predict leadership ratings. Managers with poor personalities negatively impact employee satisfaction, while good personalities have positive business outcomes. However, it is estimated that 50-75% of current managers may lack strong leadership skills due to a focus on technical abilities over personality during the hiring process. To be most effective, organizations should select for personalities that will enable good management and leadership.
2. I. Trait Theories
Leadership Traits:
• Ambition and energy
• The desire to lead
• Honesty and
integrity
• Self-confidence
• Intelligence
• Job-relevant
knowledge
3. Trait Theories
Limitations:
• No universal traits that predict leadership
in all situations.
• Traits predict behavior better in “weak”
than “strong” situations.
• Unclear evidence of the cause and effect
of relationship of leadership and traits.
• Better predictor of the appearance of
leadership than distinguishing effective
and ineffective leaders.
4. II. Behavioral Theories
• Trait theory:
Leaders are born, not made.
• Behavioral theory:
Leadership traits can be taught.
7. 3. The Managerial Grid
(Blake and Mouton)
1,9 pattern 9,9 pattern
“Country club” Team management-
environment the ideal style
(high)
9
Concern for People
8
7
6 5,5 pattern
Middle-of-the-road
5 management
4
3
2
9,1 pattern
1,1 pattern 1 Task management
impoverished
management (low) 1 2 3 4 5 6 7 8 9
(high)
Concern for Production
8. The Leadership Grid
High 1,9 9,9
Country Club Management Team Management
8 Thoughtful attention to the needs Work accomplishment is from
of the people for satisfying committed people;
7 relationships leads to a interdependence through a
comfortable, friendly organization “common stake” in organization
Concern for People
6 atmosphere and work tempo purpose leads to relationships of
trust and respect
Middle-of-the-road Management
5 5,5
Adequate organization performance is possible through
4 balancing the necessity to get work out while
maintaining morale of people at a satisfactory level.
3 Impoverished Management Authority-Compliance Management
Exertion of minimum effort to get required Efficiency in operations results from arranging
2 work done is appropriate to sustain conditions of work in such a way that human
organization membership. elements interfere to a minimum degree
1 1,1 9,1
Low 1 2 3 4 5 6 7 8 9
Low Concern for Results High
10. III. Contingency Theories of Leadership
• Contingency theory of leadership assumes
that there is no one best way to lead.
Effective leadership depends on the leader’s
and follower’s characteristics as well as
other factors in the leadership situation.
11. CONTINGENCY THEORIES
• All Consider the Situation
– Fiedler’s Contingency Model
– Cognitive Resource Theory
– Hersey and Blanchard’s Situational Leadership Model
– Path Goal Theory
Assumptions underlying the different models:
Fiedler: Leader’s style is fixed
Other’s: Leader’s style can and should be changed
12. Central Features of the Contingency Theory
of Leadership
Best way: there is no one best way to lead.
Leadership style: Different leadership styles are
appropriate for different situations.
Middle ground: The contingency theory stresses
the views that (a) there is some middle ground
between the existence of universal principles of
leadership that fit all situations and (b) each
situation is unique and therefore must be studied
and treated as unique.
13. Central Features of the Contingency Theory
of Leadership (Cont.)
Focus: The contingency theories of leadership we
study focus on three variables: (a) leader’s style;
(b) follower’s motivation and skill; and (c) the
nature of the task.
Adaptability of leadership style: For an individual
leader, this theory assumes that leadership is
changeable and should be variable for different
situations.
14. 1. Fiedler Model
• Leader: Style is Fixed (Task oriented vs.
Relationship oriented)
• Considers Situational Favorableness for Leader
– Leader-member relations
– Task structure
– Position power
Key Assumption
– Leader must fit situation; options to accomplish
this:
– Select leader to fit situation
– Change situation to fit leader
15.
16. Fiedler’s Model: The Leader
Assumption: Leader’s Style is Fixed & Can
be Measured by the Least Preferred Co-
Worker (LPC) Questionnaire
Least Preferred Co-Worker (LPC)
Questionnaire
The way in which a leader will
evaluate a co-worker that is not
liked will indicate whether the
leader is task- or relationship-
oriented.
17. Fiedler’s Model: Defining the
Situation
Leader-Member Relations
The degree of confidence, trust, and respect
subordinates have in their leader.
Task Structure
The degree to which the job assignments are
procedurized.
Position Power
Influence derived from one’s formal structural
position in the organization; includes power to hire,
fire, discipline, promote, and give salary increases.
21. 2. Hersey and Blanchard’s
Situational Leadership Theory
s
n es
ng
w illi
d
y an
ilit
: ab
ess
d in
r ea
w er
llo
Fo
Leader: decreasing need for support and supervision
22. Situational Leadership Theory - the most effective leadership style depends
on the extent to which followers require guidance, direction, and
emotional support (i.e., the readiness of the followers to do the job)
- four leadership styles
- e.g., telling the most appropriate style when followers lack
readiness (have little job knowledge or willingness to
work without taking direction)
(amount of support required) High
Participating Selling
Relationship behavior
Delegating Telling
Telling
Low
Low High
Task behaviors
(direct behavior)
26. Path-Goal Theory - subordinates are motivated by a leader only to the extent
they perceive this individual as helping them to attain valued goals
- effective leadership determined by complex interaction of leader
behaviors, subordinate characteristics, and aspects of the
work environment
Characteristics
of subordinates
• Ability
• Personality
Leader’s behavior
• Instrumental
Progress • High performance
• Supportive toward • High satisfaction
• Participative goal
• Achievement oriented
Aspects of the
work environment
• Task structure
• formal authority
27. House’s Path-Goal Theory
• A contingency model of leadership proposing the
effective leaders can motivate subordinates by:
1. Clearly identifying the outcomes workers are trying to
obtain from their jobs.
2. Rewarding workers for high-performance and goal
attainment with the outcomes they desire
3. Clarifying the paths to the attainment of the goals,
remove obstacles to performance, and express
confidence in worker’s ability.
28. Motivating with Path-Goal
• Path-Goal identifies four leadership behaviors:
– Directive behaviors: set goals, assign tasks, show how to
do things.
– Supportive behavior: look out for the worker’s best
interest.
– Participative behavior: give subordinates a say in matters
that affect them.
– Achievement-oriented behavior: Setting very challenging
goals, believing in worker’s abilities.
• Which behavior to be used depends on the nature
of the subordinates and the tasks.
29. Cognitive Resource Theory
Research Support:
• Less intelligent individuals
perform better in leadership
roles under high stress than
do more intelligent
individuals.
• Less experienced people
perform better in leadership
roles under low stress than
do more experienced
people.
30. Types of Leadership Style
• Autocratic:
– Leader makes decisions without reference to anyone
else
– High degree of dependency on the leader
– Can create de-motivation and alienation of staff
– May be valuable in some types of business where
decisions need to be made quickly and decisively
31. Types of Leadership Style
• Democratic:
Encourages decision making
from different perspectives – leadership may be
emphasised throughout the organisation
– Consultative: process of consultation before decisions
are taken
– Persuasive: Leader takes decision and seeks to persuade
others that the decision is correct
32. Types of Leadership Style
• Democratic:
– May help motivation and involvement
– Workers feel ownership of the firm and its
ideas
– Improves the sharing of ideas
and experiences within the business
– Can delay decision making
33. Types of Leadership Style
• Laissez-Faire:
– ‘Let it be’ – the leadership responsibilities
are shared by all
– Can be very useful in businesses
where creative ideas are important
– Can be highly motivational,
as people have control over their working life
– Can make coordination and decision making
time-consuming and lacking in overall direction
– Relies on good team work
– Relies on good interpersonal relations
34. Types of Leadership Style
• Paternalistic:
Leader acts as a ‘father figure’
Paternalistic leader makes decision but may
consult
Believes in the need to support staff
35. Role and activities of leadership
• Interpersonal role
• Informational role
• Communication
• Traditional management
• Human resource management
• Networking