LEADERSHIP

Leader’s Style

Task-oriented Leadership is a behavioral approach in which the leader focuses on the tasks that need to be performed in order to meet certain goals, or to achieve a certain performance standard.

Relationship-oriented Leadership is a behavioral approach in which the leader focuses on the satisfaction, motivation and the general well-being of the team members.

Contingency Leadership Model

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Situational Factors

Leader-member relations factor- refers to the degree of

confidence, trust, and respect that followers have in the leader.

Task structure factor- refers specifically to the characteristics of the work to be done with regard to requirements, problem

solving alternatives, and feedback on job success

Position power-The degree of influence a leader has over

power variables such as hiring, firing, discipline, promotions,

and salary increases.

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This theory states that leaders are effective because of their positive impact on follower’s motivation, ability to perform, and satisfaction.

Path Goal Model

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Leadership Behavior

Directive leader the leader provides guidelines and let subordinates know what’s expected of them.

Supportive leader treats subordinates as equals.

Participative leader consults with subordinates and considers their suggestions and ideas before reaching Decision.

Achievement–oriented leader sets challenging goals,

expects subordinates to perform at the highest level, and

continually seeks improvement in performance

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SLT’s emphasis is on the followers and their

level of maturity. The leader must properly judge or intuitively know followers’ maturity level and then use a leadership style that fits the level.

Readiness is defined as the ability and willingness of people (followers) to take responsibility for directing their own behavior.

Hersey-Blanchard Situational Leadership Theory (SLT)

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A person high in job readiness has the knowledge and abilities to perform the job without a manager structuring or directing the work.

A person high in psychological readiness has the self motivation and desire to do high-quality work.

Two types of Readiness

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Telling- The leader defines the

roles needed to do the job and tells followers what, where, how, and when to do the tasks.

Selling-The leader provides followers with structured instructions, but is also supportive.

Participating-The leader and followers share the decisions about how best to complete a

high-quality job.

Delegating- The leader provides less specific, close direction or personal support to the followers.

Leadership Behavior

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Personal-behavioral explanations of leadership suggest that the leader’s behavior is the same across all followers. This thinking is similar to assuming that a parent treats or interacts with each of her children the same.

The LMX approach suggests that leaders classify subordinates into in-group members and out-group members.

Leader-Member Exchange (LMX) Theory

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In-Group - if team members prove themselves loyal, trustworthy and skilled, they're put into the In-Group. This group is made up of the team members that the manager trusts the most.

Out-Group - if team members betray the trust of the manager, or prove that they're unmotivated or incompetent, they're put into the Out-Group.

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In developing their model, Vroom-Yetton made these assumptions:

1. The model should be of value to leaders or managers in determining which leadership

styles they should use in various situations.

2. No single leadership style is applicable to all situations. occurs.

Vroom-Jago-Yetton Revised Leadership Model

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3. The main focus should be the problem to be solved and the situation in which the problem occurs.

4. The leadership style used in one situation should not constrain the styles used in other situations.

5. Several processes influence the amount of participation by subordinates in problem

solving.

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Transactional Leadership

The leader helps the follower identify what must be done to accomplish the desired results: better quality output, more sales or services or reduced cost of production.

Transformational Leadership

Motivates followers to work for transcendental goals instead of short-term self-interest and for achievement and self-actualization instead of security.

Transactional and Transformational Leadership

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