Eadership is the art oi getting someone else to do something ou want done because he wants to do it. To do it. Eviavv 8raet: elegating work works. Pro ided the one delegating works. Too. Delegating work. Too.
Eadership is the art oi getting someone else to do something ou want done because he wants to do it. To do it. Eviavv 8raet: elegating work works. Pro ided the one delegating works. Too. Delegating work. Too.
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Eadership is the art oi getting someone else to do something ou want done because he wants to do it. To do it. Eviavv 8raet: elegating work works. Pro ided the one delegating works. Too. Delegating work. Too.
Copyright:
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Sources Sources http:www.nwlink.com~donclarkleaderlea http:www.nwlink.com~donclarkleaderlea dstl.html dstl.html $tockholm $ndrome $tockholm $ndrome Memor Imprint Memor Imprint Attitude and Behaiour Attitude and Behaiour Quotes Quotes on't tell people how to do things. tell them on't tell people how to do things. tell them what to do and let them surprise ou with their what to do and let them surprise ou with their results. results.Ceorge . Pattov Ceorge . Pattov eadership is the art o getting someone else to eadership is the art o getting someone else to do something ou want done because he wants do something ou want done because he wants to do it. to do it.gbt 8evboer gbt 8evboer I must ollow the people. Am I not their I must ollow the people. Am I not their leader leadereviavv 8raet eviavv 8raet elegating work works. proided the one elegating work works. proided the one delegating works. too. delegating works. too.#obert att #obert att A\AlARA NLlRU A\AlARA NLlRU: :A leader or a man o A leader or a man o action in a crisis almost alwas acts action in a crisis almost alwas acts subconsciousl and then thinks o the reasons subconsciousl and then thinks o the reasons or his action. or his action. lN OUIN(\ AAM$ lN OUIN(\ AAM$: :I our actions I our actions inspire others to dream more. learn more. do inspire others to dream more. learn more. do more and become more. ou are a leader. more and become more. ou are a leader. R$A\NN (AR1LR R$A\NN (AR1LR: :A leader takes people A leader takes people where the want to go. A great leader takes where the want to go. A great leader takes people where the don't necessaril want to go people where the don't necessaril want to go but ought to be. but ought to be. http:pscholog.about.comodleadershipp http:pscholog.about.comodleadershipp leadtheories.htm leadtheories.htm Leadership Leadership Born or Made Born or Made MBABBAeadership diplomas MBABBAeadership diplomas 1oo Man qualities o leaders 1oo Man qualities o leaders--so so--ar ar Leadership Leadership Born or Made Born or Made MBABBAeadership diplomas MBABBAeadership diplomas 1oo Man qualities o leaders 1oo Man qualities o leaders--so so--ar ar In which one person inluences subordinates In which one person inluences subordinates Sources of Power Sources of Power (oercie (oercie Reward Reward egitimate egitimate Lxpert Lxpert Reerent Reerent Assumption about People Assumption about People 1heory X & 1heory Y 1heory X & 1heory Y 1heor 1heor !eople !eople basicall basicall dislike dislike work. work. are are laz laz and and will will aoid aoid work work i i possible possible lor lor aboe aboe reasons reasons the the must must be be coerced. coerced. threatened threatened and and closel closel directed directed and and controlled controlled to to ensure ensure minimum minimum perormance perormance Most Most people people like like to to be be managed managed with with policies. policies. rules rules and and close close control control b b someone someone in in an an authoritatie authoritatie position position Most Most people people are are possible. possible. low low risk risk takers takers and and thereore thereore preer preer job job securit securit to to an an other other element element o o work work lie lie.. 1heor \ 1heor \ !eople !eople do do not not aoid aoid work work because because the the like like it it.. \ork \ork is is as as natural natural as as eating. eating. sleeping sleeping and and plaing plaing.. Gien Gien the the proper proper enironment. enironment. people people will will seek seek responsibilit responsibilit and and be be er er creatie creatie in in their their work work.. \hen \hen organizational organizational objecties objecties are are congruent congruent with with personal personal goals. goals. people people will will be be highl highl motiated motiated to to work work and and exercise exercise substantial substantial sel sel direction direction and and control control.. !eoples !eoples commitment commitment to to the the organizational organizational objecties objecties is is a a unction unction o o the the rewards rewards the the receie receie or or achieement achieement.. 1heory Z 1heory Z Both assumptions are correct at dierent times Both assumptions are correct at dierent times with deierent people with deierent people Different School of 1hought Different School of 1hought 1rait $chool o 1hought 1rait $chool o 1hought Behaior $chool o 1hought Behaior $chool o 1hought $ituational $chool o 1hought $ituational $chool o 1hought Great Man 1heor Great Man 1heor eaders were born not made eaders were born not made locused on personal traits o leaders. locused on personal traits o leaders. 1ried to dierentiate 1ried to dierentiate eaders rom ollowers eaders rom ollowers $uccessul leaders rom unsuccessul leaders $uccessul leaders rom unsuccessul leaders B personal traits. B personal traits. !hsical !hsical Intellectual Intellectual !ersonalit !ersonalit etc etc Stogdill's 1rait Iactors Stogdill's 1rait Iactors $tud o 5000 studies $tud o 5000 studies Result: no consistent traits Result: no consistent traits Generall categorized in 5 Generall categorized in 5 Intelligence and scholarship Intelligence and scholarship !ersonalit !ersonalit $ocial status and experience $ocial status and experience 1asks orientation 1asks orientation !hsical traits !hsical traits Napoleon Hitler Golda Meir Ghiselli's personal traits Ghiselli's personal traits 00 managers rom 90 companies. 00 managers rom 90 companies. Ver important 1. ecisieness 2. Intellectual capacit . ob achieement orientation 4. $el-actualization eelings 5. $el-conidence 6. Management abilit-team builder. Moderatel important 1. Ainit or working class 2. rie and initiatie . Need or a lot o mone 4. Need or job securit 5. !ersonal Maturit Almost no importance 1. Masculinit ersus emininit !roblem 1. $eeral traits are interdependent 2. low much o one trait Combining the 1raits Combining the 1raits Ceveratty. tbe teaaer 8 brgbt. v8vatty 8ovebat vore vtettgevt Ceveratty. tbe teaaer 8 brgbt. v8vatty 8ovebat vore vtettgevt tbav tbe tottoer8. )be teaaer ecet8 at acaaevc t8trvctvrea) tbav tbe tottoer8. )be teaaer ecet8 at acaaevc t8trvctvrea) ta88. per8erere8. a8ptay8 caretvtve88. tbe teaaer 8 aepevaabte. ta88. per8erere8. a8ptay8 caretvtve88. tbe teaaer 8 aepevaabte. 8oveove bo cav be rv8tea to eerc8e re8pov8btte8 8oveove bo cav be rv8tea to eerc8e re8pov8btte8 appropratety. )be teaaer 8 vore ratber tbav te88 gregarov8. appropratety. )be teaaer 8 vore ratber tbav te88 gregarov8. 8tgbtty etrorertea. ava actrety partcpate8 v b8 or ber 8tgbtty etrorertea. ava actrety partcpate8 v b8 or ber 8ocat 8trvctvre. .va tbe teaaer 8 v8vatty ot vpper. or vpper 8ocat 8trvctvre. .va tbe teaaer 8 v8vatty ot vpper. or vpper vaate. 8ocoecovovc 8tatv8. vaate. 8ocoecovovc 8tatv8. Behavioral 1heories Behavioral 1heories Why Behavioral 1heories? Why Behavioral 1heories? Inconsistencies o trait studies o leadership Inconsistencies o trait studies o leadership eectieness. eectieness. Research started working on behaioral patterns Research started working on behaioral patterns or stles. or stles. Behaiorist thought suggests that there is one best stle o all organization settings. 1he tried to proo it. Behavioral 1heorists Behavioral 1heorists (ontend that leadership stle is oriented towards (ontend that leadership stle is oriented towards either either ob centered ob centered Lmploee centered Lmploee centered Several Research in b/w these Several Research in b/w these extremes extremes ob (entered ob (entered !lanning !lanning rganizing rganizing elegating elegating Making decisions Making decisions Laluating perormance Laluating perormance Lxercising close Lxercising close management management Lmploee centered Lmploee centered lriendl lriendl pen relationships pen relationships Ver personal to their Ver personal to their $ocial needs $ocial needs !ersonal needs !ersonal needs Leader Continuum Leader Continuum ewin. ewin. ippitt ippitt and and \hite \hite 199 199,, 1his 1his earl earl stud stud was was er er inluential inluential and and established established three three major major leadership leadership stles stles.. Identiied Identiied three three basic basic stles stles o o leadership leadership Authoritarian Authoritarian emocratic emocratic aissez aissez--air air leader leader lurther lurther research research has has identiied identiied more more speciic speciic tpes tpes o o leadership leadership.. 1he Lxperiment 1he Lxperiment 1he children were then led in an arts and crats 1he children were then led in an arts and crats project. project. Researchers then obsered the behaior o Researchers then obsered the behaior o children in response to the dierent stles o children in response to the dierent stles o leadership. leadership. I want both of you to. . . I want both of you to. . . Authoritative/Autocratic Authoritative/Autocratic 1he 1he proide proide clear clear expectations expectations or or what what needs needs to to be be done. done. when when it it should should be be done. done. and and how how it it should should be be done done.. 1here 1here is is also also a a clear clear diision diision between between the the leader leader and and the the ollowers ollowers.. Authoritarian Authoritarian leaders leaders make make decisions decisions independentl independentl with with little little or or no no input input rom rom the the rest rest o o the the group group.. Researchers Researchers ound ound that that decision decision--making making was was less less creatie creatie under under authoritarian authoritarian leadership leadership.. ewin ewin also also ound ound that that it it is is more more diicult diicult to to moe moe rom rom an an authoritarian authoritarian stle stle to to a a democratic democratic stle stle than than ice ice ersa ersa.. Abuse Abuse o o this this stle stle is is usuall usuall iewed iewed as as controlling. controlling. boss. boss. and and dictatorial dictatorial.. Authoritarian Authoritarian leadership leadership is is best best applied applied to to situations situations where where there there is is little little time time or or group group decision decision--making making or or where where the the leader leader is is the the most most knowledgeable knowledgeable member member o o the the group group ets work together to sole this ets work together to sole this !articipatie eadership emocratic !articipatie eadership emocratic Generall Generall the the most most eectie eectie leadership leadership stle stle.. emocratic emocratic leaders leaders oer oer guidance guidance to to group group members. members. but but the the also also participate participate in in the the group group and and allow allow input input rom rom other other group group members members.. In In ewin`s ewin`s stud. stud. children children in in this this group group were were less less productie productie than than the the members members o o the the authoritarian authoritarian group. group. but but their their contributions contributions were were o o a a much much higher higher qualit qualit.. !articipatie !articipatie leaders leaders encourage encourage group group members members to to participate. participate. but but retain retain the the inal inal sa sa oer oer the the decision decision--making making process process.. Group Group members members eel eel engaged engaged in in the the process process and and are are more more motiated motiated and and creatie creatie.. You take care of the problem, While You take care of the problem, While I go. I go. elegatie aissez elegatie aissez--laire laire Researchers Researchers ounds ounds that that children children under under delegatie delegatie laissez laissez--air, air, leadership leadership were were the the least least productie productie o o all all three three groups groups.. 1he 1he children children in in this this group group also also made made more more demands demands on on the the leader. leader. showed showed little little cooperation. cooperation. and and were were unable unable to to work work independentl independentl.. elegatie elegatie leaders leaders oer oer little little or or no no guidance guidance to to group group members members and and leae leae decision decision--making making up up to to group group members members.. \hile \hile this this stle stle can can be be eectie eectie in in situations situations where where group group members members are are highl highl qualiied qualiied in in an an area area o o expertise. expertise. it it oten oten leads leads to to poorl poorl deined deined roles roles and and a a lack lack o o motiation motiation.. Autocrat Democrat Laissez- faire Benevolent Autocrat Leader Continuum Leader Continuum Benevolent Autocrat Benevolent Autocrat Robert Robert McMurr McMurr $he $he is is the the leader leader who who istens istens careull careull to to ollowers ollowers Gies Gies the the impression impression o o being being democratic democratic But But alwas alwas makes makes his his or or her her own own personal personal decision decision .. According According to to the the researcher researcher democratic democratic leadership leadership stle stle is is 1oo 1oo slow slow Unworkable Unworkable in in ast ast moing moing business business world world Beneolent Beneolent autocrat autocrat is is !owerul !owerul !restigious !restigious Respected Respected and and thus thus Able Able to to moe moe aster aster and and more more eectiel eectiel in in a a irm irm Ohio State Studies Ohio State Studies Ater world war II Ater world war II ne o the most widel known leadership ne o the most widel known leadership studies studies 1o explore 1o explore the determinants o successul leadership behaiour the determinants o successul leadership behaiour 1o inestigate the eect o arious leadership stles 1o inestigate the eect o arious leadership stles on group perormance and job satisaction on group perormance and job satisaction Results of Ohio State Studies Results of Ohio State Studies 1he identiied two major actors or dimension 1he identiied two major actors or dimension o with which leaders are concerned o with which leaders are concerned Initiating structure Initiating structure consideration consideration Initiating structures Initiating structures egree to which leaders egree to which leaders are concerned with are concerned with organization structure organization structure einition o jobs to be einition o jobs to be done done !ressure or work output !ressure or work output einition o einition o communication channels communication channels Laluation o group Laluation o group output output (onsideration inoles (onsideration inoles the leaders concern or the leaders concern or Mutual trusting Mutual trusting Respectul relationships Respectul relationships lriendship lriendship Lmploee support Lmploee support Lectie inormal Lectie inormal communication communication Ohio State Leader Grid Ohio State Leader Grid ligh consideration 2 ow $tructure .. According to researchers According to researchers Most eectie leadership stud would be the one Most eectie leadership stud would be the one that had a high concern or both consideration and that had a high concern or both consideration and structure structure loweer. results indicated that no single stle loweer. results indicated that no single stle was the most eectie in all instances was the most eectie in all instances $ome $ome indings indings reealed reealed that that a a high high structure structure high high consideration consideration stle stle was was associated associated with with perormance perormance and and emploee emploee satisaction satisaction ther ther studies studies indicated indicated that that this this stle stle resulted resulted in in excessie excessie absenteeism. absenteeism. low low emploee emploee satisaction satisaction and and poor poor perormance perormance ratings ratings b b the the leaders leaders superior superior.. It It was was also also discoered discoered that that subordinate subordinate rated rated their their leaders leaders eectieness eectieness not not on on the the stle stle but but on on the the situation situation in in which which a a particular particular stle stle was was used used.. Most importantly. Most importantly. Militar Militar leaders leaders who who were were rated rated high high on on consideration consideration were were considered considered less less eectie eectie than than structure structure oriented oriented oicers oicers.. University University of of Michigan Michigan Research Research 1wo similar aspects o leadership stle that 1wo similar aspects o leadership stle that correlate with eectieness were reealed in this correlate with eectieness were reealed in this research: research: Lmploee rientation Lmploee rientation !roduction orientation !roduction orientation .. Lmploee rientation Lmploee rientation 1he human 1he human--relations relations aspect aspect In which emploees are In which emploees are iewed as human beings iewed as human beings with indiidual. personal with indiidual. personal needs needs !roduction rientation !roduction rientation $tress on production and $tress on production and the technical aspects o the technical aspects o the job the job \ith emploees iewed as \ith emploees iewed as the means o getting the the means o getting the work done. work done. .. Gar M. \ukl and (olleagues Gar M. \ukl and (olleagues lelt that there was a oid in existing descriptions lelt that there was a oid in existing descriptions o leader behaiour. o leader behaiour. 1he did not proide speciic guidelines or 1he did not proide speciic guidelines or behaiour in aring situations. behaiour in aring situations. le and his colleagues isolated eleen leadership le and his colleagues isolated eleen leadership behaiours which all into our broad categories behaiours which all into our broad categories .. .. Building Relationships 1. Networking 2. Supporting 3. Managing conflict nfluencing People 4. Motivating 5. Recognising and rewarding Making Decisions 6. Planning and organising 7. Problem solving 8. Consulting and delegating Giving / Seeking nformation 9. Monitoring operations and environment 10. Informing 11. Clarifying roles 1he Leadership Grid 1he Leadership Grid Robert Robert Blake Blake and and ane ane Mouton Mouton locusing locusing on on productionrelationship productionrelationship orientations orientations uncoered uncoered in in the the hio hio $tate $tate and and Michigan Michigan Uniersit Uniersit studies studies.. 1he 1he went went a a little little urther urther b b creating creating a a grid grid based based on on eaders` eaders` concern concern or or people people relationships, relationships, and and production production tasks, tasks,.. It It theor theor suggest suggest there there is is a a best best wa wa to to lead lead people people the the 99..99 wa wa.. .. %he Major Leadership Grid Styles 1,1 mpoverished management. ften referred to as Laissez-faire leadership. Leaders in this position have little concern for people or productivity, avoid taking sides, and stay out of conflicts. They do just enough to get by. 1,9 Country Club management. Managers in this position have great concern for people and little concern for production. They try to avoid conflicts and concentrate on being well liked. To them the task is less important than good interpersonal relations. Their goal is to keep people happy. (This is a soft Theory X approach and not a sound human relations approach.) 9,1 Authority-Compliance. Managers in this position have great concern for production and little concern for people. They desire tight control in order to get tasks done efficiently. They consider creativity and human relations to be unnecessary. 5,5 Organisation Man Management. ften termed middle-of-the-road leadership. Leaders in this position have medium concern for people and production. They attempt to balance their concern for both people and production, but they are not committed. 9+9 Paternalistic "father knows best" management. A style in which reward is promised for compliance and punishment threatened for non-compliance Opp Opportunistic "what's in it for me" management. In which the style utilised depends on which style the leader feels will return him or her the greatest self-benefit. 9,9 %eam Management. This style of leadership is considered to be ideal. Such managers have great concern for both people and production. They work to motivate employees to reach their highest levels of accomplishment. They are flexible and responsive to change, and they understand the need to change. Likert's four Systems Likert's four Systems ikert studied leadership rom ikert studied leadership rom Lmploee centered Lmploee centered ob centered ob centered le le studied studied thousands thousands o o leaders leaders and and emploees emploees rom rom business. business. goernment goernment and and medical medical organizational organizational to to reach reach his his conclusions conclusions.. Likert's Conclusion Likert's Conclusion $uperisors with the best records o perormance $uperisors with the best records o perormance ocus their primar attention on the human ocus their primar attention on the human aspects o their subordinates` problems and on aspects o their subordinates` problems and on endeaoring to build eectie work groups with endeaoring to build eectie work groups with high perormance goals` high perormance goals` Characteristics of Leadership Style / Characteristics of Leadership Style / System System (haracter o motiational orces (haracter o motiational orces (haracter o communication process (haracter o communication process (haracter o interaction (haracter o interaction--inluence process inluence process (haracter o decision (haracter o decision--making process making process (haracter o goal setting or ordering (haracter o goal setting or ordering (haracter o control processes (haracter o control processes !erormance characteristics !erormance characteristics System J System J (alled exploite (alled exploite--authoritatie authoritatie Analgous to Analgous to Autocratic Autocratic 9.1 task 9.1 task ligh structure. low ligh structure. low--consideration stle consideration stle lear is used as a motie lear is used as a motie (ommunication is mostl downward (ommunication is mostl downward ittle interaction is experienced ittle interaction is experienced ecisions are made and ordered are issued b leader ecisions are made and ordered are issued b leader solel solel As per ikert productiit under this sstem: mediocre. As per ikert productiit under this sstem: mediocre. System 2 System 2 Beneolent authoritatie Beneolent authoritatie Imprement oer sstem 1 Imprement oer sstem 1 Lconomic reward is used more than ear or Lconomic reward is used more than ear or motiation orces motiation orces (ommunicatioan is onl slightl better (ommunicatioan is onl slightl better !roductiit is air to good !roductiit is air to good System 3 System 3 (onsultatie (onsultatie Is giant step toward what ikert considers to be Is giant step toward what ikert considers to be the ideal leadership stle the ideal leadership stle !roductiit is good !roductiit is good (ontrol is still primaril at the top but is shared (ontrol is still primaril at the top but is shared some with middle and lower manager some with middle and lower manager Gorals are set ater discusses with subordinates Gorals are set ater discusses with subordinates perating decision are made at lower leels in perating decision are made at lower leels in the organizations the organizations System 4 System 4 !articipatie !articipatie group group leadership leadership stle stle (onsidered (onsidered b b ikert ikert and and his his colleagues colleagues as as the the optimal optimal approach approach to to leading leading all all people people in in our our dnamic dnamic and and educated educated societ societ Motiation Motiation orces orces come come rom rom ego. ego. economics economics and and group group inolement inolement in in decision decision making making and and goal goal setting setting Lxtensie Lxtensie interaction interaction ligh ligh degree degree o o mutual mutual trust trust and and respect respect Management Management controls controls are are widel widel sel sel--monitored monitored and and productiit productiit is is excellent excellent under under this this sstem sstem o o leadership leadership.. Situational 1heories Situational 1heories 1he main question 1he main question \hat single leadership stle is most eectie in \hat single leadership stle is most eectie in all organizational settings. all organizational settings. $ituational theorist beliee that $ituational theorist beliee that $uccessul leadership depends on the relationship $uccessul leadership depends on the relationship between the organizational situation and the leader`s between the organizational situation and the leader`s stle stle Goal o situational leader theorists is to predict Goal o situational leader theorists is to predict the most eectie leadership stle under aring the most eectie leadership stle under aring circumstances. circumstances. Organizational Situation Organizational Situation (limate (limate Mangers` and subordinates` alues Mangers` and subordinates` alues Attitudes Attitudes Lxperience Lxperience Nature o particular work to be accomplished Nature o particular work to be accomplished 1ime and mone 1ime and mone Hersey and Blanchard's situational Hersey and Blanchard's situational leadership leadership 1heir basic thesis 1heir basic thesis 1he most eectie leadership stle should ar 1he most eectie leadership stle should ar with the maturit leel o the subordinates. with the maturit leel o the subordinates. Identiied two major concerns o a leader Identiied two major concerns o a leader 1ask behaior 1ask behaior Relationship behaiour. Relationship behaiour. .. 1ask behaiour 1ask behaiour It It is is the the extent extent to to which which leaders leaders engage engage in in one one wa wa communication communication with with subordinates subordinates b b explaining explaining what what each each ollower ollower is is to to do. do. when when to to do do and and where where and and how how the the tasks tasks are are accomplished accomplished.. Relationship behaiour Relationship behaiour 1he 1he manner manner in in which which leaders leaders engage engage in in two two wa wa communication communication with with subordinates subordinates b b proiding proiding socio socio-- emotional emotional support. support. pschological pschological strokes` strokes` and and acilitating acilitating behaior behaior Maturity Level according to Hersey Maturity Level according to Hersey 1he 1he need need or or a a achieement achieement or or motiation motiation leel leel o o subordinates subordinates -- that that is. is. their their desire desire and and capacit capacit to to set set high high but but attainable attainable goals goals.. $ubordinates` $ubordinates` willingness willingness and and abilit abilit to to accept accept more more responsibilit responsibilit Lducation Lducation andor andor experience experience o o subordinates subordinates with with respect respect or or achieement achieement motiation motiation leel leel o o to to the the job job.. .. 1hese 1hese maturit maturit leels leels reer reer onl onl to to a a speciic speciic task task to to be be perormed. perormed. which which suggest suggest that that an an indiidual indiidual or or a a group group is is not not totall totall mature mature or or immature immature in in an an organizational organizational sense sense.. L L..gg student student -- test test taking taking -- interiewing interiewing or or jobs. jobs. thus thus proessor proessor should should guide guide Iiedler's contigency model Iiedler's contigency model liedler and his associates were among the irst liedler and his associates were among the irst to deelop a contingenc leadership model. to deelop a contingenc leadership model. escribed leaders in terms o escribed leaders in terms o Relationship Relationship 1asks 1asks Motiated behaiour Motiated behaiour eadership eadership stle stle eectieness eectieness depends depends on on relationship relationship and and task task motiated motiated behaior behaior and and their their interaction interaction with with ollowing ollowing three three ariables ariables eader member relation eader member relation 1ask structure 1ask structure !osition power !osition power .. eader member relation eader member relation eaders eaders acceptance acceptance b b group group members. members. whether whether it it is is based based on on reerent. reerent. expertise expertise or or riendl riendl legitimate legitimate sources sources.. Relations can be good or Relations can be good or poor poor !osition power reers to !osition power reers to the the egitimate egitimate (oercie (oercie Reward power Reward power 1annenbaum and Schmidt's 1annenbaum and Schmidt's situational continuum situational continuum eadership in terms o choices managers ma eadership in terms o choices managers ma make regarding subordinates` participation in make regarding subordinates` participation in decision making. decision making. epending upon epending upon lorces in the manager lorces in the manager lorces in the subordinate lorces in the subordinate lorces in the situation lorces in the situation Iorces in the Manager Iorces in the Manager 1he manager`s alue sstem 1he manager`s alue sstem (onidence in subordinates (onidence in subordinates eadership inclinations eadership inclinations leelings o securit in an uncertain situation. leelings o securit in an uncertain situation. Iorces in the subordinate Iorces in the subordinate Lxpectations Lxpectations Need or independence Need or independence Readiness to assume decision Readiness to assume decision--making responsibilit making responsibilit 1olerance or ambiguit in task deinition 1olerance or ambiguit in task deinition Interest in the problem Interest in the problem Abilit to understand and identi with the goals o the Abilit to understand and identi with the goals o the organisation organisation Knowledge and experience to deal with the problem. Knowledge and experience to deal with the problem. Iorces in the Situation Iorces in the Situation 1pe o organisation 1pe o organisation Lectieness o the group Lectieness o the group 1he problem itsel the task, 1he problem itsel the task, 1ime pressure. 1ime pressure. 1he Path 1he Path- -goal 1heory of leadership goal 1heory of leadership Robert louse & 1erence Mitchell Robert louse & 1erence Mitchell .. 1he proposed that leadership eectieness is 1he proposed that leadership eectieness is contingent upon two basic propositions contingent upon two basic propositions eadership eadership eectieness eectieness is is determined determined b b the the extent extent subordinates subordinates beliee beliee leader leader behaior behaior will will immediatel immediatel on on ir ir in in the the uture uture be be a a source source o o satisaction satisaction eadership eadership behaiour behaiour will will positiel positiel eect eect subordinates` subordinates` output output i i it it proides proides ample ample coaching. coaching. support. support. guidance guidance and and rewards rewards or or perormance perormance.. .. According to the goal According to the goal--path theor there are our path theor there are our primar stles o leadership: primar stles o leadership: irectie eadership: irectie eadership: $upportie eadership $upportie eadership Achieement Achieement--oriented eadership oriented eadership !articipatie eadership !articipatie eadership Directive Leadership Directive Leadership 1he leader explains the perormance goal and proides speciic rules and regulations to guide subordinates toward achieing it. Supportive Leadership Supportive Leadership 1he leader displas personal concern or subordinates. 1his includes being riendl to subordinates and sensitie to their needs. Achievement Achievement- -oriented Leadership oriented Leadership 1he leader emphasises the achieement o diicult tasks and the importance o excellent perormance and simultaneousl displas conidence that subordinates will perorm well. Participative Leadership Participative Leadership 1he leader consults with subordinates about work. task goals. and paths to resole goals. 1his leadership stle inoles sharing inormation as well as consulting with subordinates beore making decisions. Leadership decision theory Leadership decision theory Victor Vroom and !hillip \etton Victor Vroom and !hillip \etton Researched Researched leadership leadership stle stle in in the the context context o o how how much much participation participation the the leader leader should should allow allow subordinates subordinates in in making making decisions decisions Identiied Identiied ie ie leadership leadership stles stles based based on on the the degree degree o o emploee emploee participation participation and and power power in in making making organizational organizational decisions decisions Autocratic Autocratic I I Autocratic Autocratic II II (onsultie (onsultie I I (onsultie (onsultie II II Group Group II II 1he model suggests that seen question smust 1he model suggests that seen question smust be answered to determine themost approiate be answered to determine themost approiate leadersho stle o r an gien mangerial decision leadersho stle o r an gien mangerial decision low important is the qualit o the decisoin low important is the qualit o the decisoin o I possessadquate inormation and siicient o I possessadquate inormation and siicient expertise to make a high qualit decision expertise to make a high qualit decision low sturcuted ithe problem or to what extenet low sturcuted ithe problem or to what extenet istheproblem highl structured istheproblem highl structured Are acceptance o the decisio b subordinates Are acceptance o the decisio b subordinates and their commitment to the decision crtical to and their commitment to the decision crtical to the eectie implrmentation o the decision. the eectie implrmentation o the decision. \ould I make the decision b msel and can ib \ould I make the decision b msel and can ib e certain that it would be accpeted b m e certain that it would be accpeted b m suborindates and receie heir wholehearted suborindates and receie heir wholehearted commitment commitment low motiatd are the subordinates to low motiatd are the subordinates to atainorganizational goals as the are represented atainorganizational goals as the are represented in this problem in this problem \ill conlict be likel among subordinates int eh \ill conlict be likel among subordinates int eh preerred solution and decisions to this problem preerred solution and decisions to this problem