DIP – 7. LEADING

FUNCTION (B)Lim Sei Kee @ cK

LEADERSHIP STYLES Authoritarian style Democratic style Laissez-Faire style

THE MANAGEMENT GRID(BLAKE AND MOUTON MODEL)

Country club leader

Team Leader

Impoverished leader

Authority-Obedience leader

Middle of the road leader

Conc

ern

for p

eopl

e

Concern for results

High

High

Low

Low

THE MANAGEMENT GRID(BLAKE AND MOUTON MODEL) Based on 2 Behavioral Dimensions: Concern for People: Is rated on vertical

axis, and it includes concern for group members and co-workers.

Concern for results: Is rated on horizontal axis, and it includes concern for results, bottomline, performance, profits and mission.

THE MANAGEMENT GRID(BLAKE AND MOUTON MODEL) Using the axis to plot leadership, ‘Concerns for people v/s

Concern for results’, Blake and Mouton defined the following five leadership styles:

Country club leadership- High people/low results

Authority –obedience leadership- High results/ low people.

Impoverished leadership- low results/low people.

Middle of the road leadership- Medium results/ medium people.

Team leadership- high results/high people

THEORIES OF LEADERSHIP: Fiedler’s Model Hersey and Blanchard Model Path-Goal Model

FIEDLER’S CONTINGENCY MODEL Fred Fiedler believes that leader’s

effectiveness depends on two factors leadership style and situational favorableness.

FIRST, DETERMINE LEADERSHIP STYLE:1)Two leadership styles: Relationship oriented Leader- Total score is high. Task oriented Leader- Total score is low.

Least preferred co-worker scale(LPC Scale)Unfriendly 1   2   3   4   5   6   7   8 FriendlyUnpleasant 1   2   3   4   5   6   7   8 PleasantRejecting 1   2   3   4   5   6   7   8 AcceptingTense 1   2   3   4   5   6   7   8 Relaxed Cold 1   2   3   4   5   6   7   8 WarmBoring 1   2   3   4   5   6   7   8 InterestingBackbiting 1   2   3   4   5   6   7   8 LoyalUncooperative 1   2   3   4   5   6   7   8 Cooperative Hostile 1   2   3   4   5   6   7   8 SupportiveGuarded 1   2   3   4   5   6   7   8 Open Insincere 1   2   3   4   5   6   7   8 Sincere

SECOND, DETERMINE SITUATIONAL FAVORABLENESS: Based on 3 distinct factors:1) Leader- member relations2) Task structure3) Leaders position power

APPLYING THE FIEDLER CONTINGENCY MODEL Identify your leadership style Identify your situation Determine the most effective leadership styleBreakdown the most effective leader

style(fig)Leader-member relation

Task structure

Leader’s position power

Most effective leader

Good Structured Strong Low LPCGood Structured Weak Low LPCGood Unstructured Strong Low LPCGood Unstructured Weak High LPCPoor Structured Strong High LPCPoor Structured Weak High LPCPoor Unstructured Strong High LPCPoor Unstructured Weak Low LPC

HERSEY AND BLANCHARD MODEL(SITUATIONAL LEADERSHIP MODEL) Two Types of Behavior (a) Relationship behavior - the extent to

which a leader engages in two-way or multi-way communication.

(b) Task behavior- The extent to which the leader spells out the duties and responsibilities of an individual or group.

PATH- GOAL MODEL The Path-Goal Model theory advises

managers to use leadership styles that fit situational needs. This allows the leaders to add value by contributing things that are missing from the situation or that need strengthening and by avoiding redundant behaviors.

CONTINGENCY RELATIONSHIPS IN PATH-GOAL LEADERSHIP THEORY.

Environmental contingenciesTask structure

Authority systemWork group

Follower contingenciesAbility

ExperienceFocus of control

Leader stylesDirective

SupportiveParticipative

Achievement-oriented

Leader effectiveness

MOTIVATION Definition: The art or process of stimulating to

action, providing an incentive or motive, especially for an act.

THE TERM MOTIVATION REFERS TO TWO DIFFERENT BUT RELATED IDEAS:

Personal Motivation- It is an internal state that leads to the pursuit of objectives.

It affects the initiation, direction, intensity and persistence of effort.

• Managerial motivation- it is the process of getting people to pursue objectives.

THE THREE BASIC THEORIES OF HUMAN MOTIVATION: Maslow’s hierarchy Model Herzberg’s two-factor theory McGregor's two theories (X-theory and

Y-theory)

MASLOW’S NEED HIERARCHY MODEL: Abraham Maslow, developed a

comprehensive view of individual motivation. This model arranges human needs into a pyramid-shaped model with basic physiological needs at the bottom and self-actualization needs at the top.

MASLOW’S NEED HIERARCHY MODEL: Lower –order needs(deficiency needs)-

These needs are physiological,safety and social needs in Maslow’s hierarchy.

Higher –order needs(growth needs)-

These are Esteem and self-actualization needs in Maslow’s hierarchy.

OPPORTUNITIES FOR SATISFACTION IN MASLOW’S HIERARCHY OF HUMAN NEEDS

Self-Actualization

Esteem

Social

Safety

Physiological (food and shelter)

Highe

r orde

r

(Grow

th ne

eds)

Lower

order

(defic

iency

need

s)

HERZBERG’S TWO FACTOR THEORY: Herzberg’s two-factor theory of work

motivation, focuses on two different set of job factors. One set of factors can satisfy and motivate people. And the other can prevent dissatifaction.

HERZBERG’S TWO FACTOR THEORY: Herzberg discovered that some factors of

job give people a chance to satisfy their higher-level needs. Such elements are satisfiers or motivators.

Satisfier- Job factor, if present leads to job satisfaction.

Motivator- job factor, if present leads to motivation.

Other job element is dissatisfier. Dissatisfier: Job factor, if present , prevents

dissatisfaction.

SATISFACTION V/S DISSATISFACTION Satisfiers/Motivators:- Achievement- Growth- Recognition- Responsibility- Work itself- AdvancementPresence- Positive effect on motivation and

satisfactionAbsence- no negative effect on motivation

or satisfaction

WHAT EMPLOYEES WANT: Satisfiers Motivators

SATISFIERS

Working condition Company policies Job Security Pay and benefits Relationship with coworkers Supervision Status

MOTIVATORS Achievement Recognition Satisfying work Responsibility Advancement Growth

MOTIVATING FACTORS Full appreciation of work done Feeling of being in on things Sympathetic help with personal problems Job security Good wages Interesting work Promotion and growth in the organization Personal loyalty to employees Good working conditions Tactful discipline

MCGREGOR’S THEORY X AND Y Douglas McGregor advances his thesis

that managers should give more attention to the social and self-actualizing needs of people at work and shift their view of human nature away from a set of assumptions he called theory X and theory Y

MCGREGOR’S THEORY X People inherently dislike work and will

avoid it if they can. People must be coerced, controlled

directed and threatened in order to make them work.

The average human being prefers to be directed, wishes to avoid responsibility, and has relatively less ambition.

MCGREGOR’S THEORY Y The expenditure of physical and mental

effort in work is as natural as play or rest.

People can exercise self-direction and self-control in the service of objectives to which they are committed.

The average human being learns, under proper condition, not only to accept but to seek responsibility.

They are self-directed and creative.

So, to conclude, McGregor believes that Managers with theory X assumption are:

Act in a very directive ”command-and-control” fashion. Hence, People have very little say over work.

Their supervisory behavior creates very passive, dependent and reluctant sub-ordinates who tend to do what they are told to do.

And, Managers with Theory Y assumption are:

Managers who tend to behave in “participative” ways- that allows subordinates more job involvement, freedom and responsibility.

They create opportunities for self-esteem and self-actualization.

Workers tend to perform as expected with initiative and high performance.