StylesSLM_ONL.ppt

A sense of humor is part of the art of leadership, of getting along with people, of getting things done.

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Dwight D. Eisenhower

U.S. President 1953-1961
Leadership Styles
&
Situational Leadership Model

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Overview
Style Approach Described
Ohio State Studies
University of Michigan studies
Blake & Mouton’s Leadership Grid
Situational Leadership Described
Situational Leadership Model

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Three Approaches to

Understanding Leadership
Traits
Personality
Skills
Capabilities
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Behaviors
Style

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Style/Behavioral Approach

Described
Focuses on what leaders do and how they act (behavior)
Leader’s behavior impact other’s attitudes
What leaders do can make a difference

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Two Kinds of

Leadership Behaviors
Task Behaviors
Goal accomplishment
Relationship Behaviors
Help others feel comfortable
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Purpose of the Style/Behavioral Approach:
Explain how leaders combine these two kinds of behaviors

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Task
Getting the job done is highest priority
Meetings are brief and business-like
Subordinates are motivated with clear objectives and regular reviews
Planning, scheduling, coordinating activities and resources
McGregor’s Theory X

Relationship
Emotional well-being of others is highest priority
If people are happy, then they will be motivated to do the work.
Role of manager is to motivate and support people
Set goals and provide guidelines, but give subordinates leeway to achieve goals
McGregor’s Theory Y

Ohio State Studies

(1950s-1960s)
Initiating Structure
Task oriented
Leaders provide structure for subordinates
Focus on goal attainment
Deadlines, performance

Consideration
Relationship oriented
Leaders nurture subordinates
Focus on mutual trust
Friendly and supportive

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Premise: A high score on one dimension does not
necessitate a low score on the other.

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Stogdill

University of Michigan Studies

(1950s-1960s)

Employee orientation
Emphasize relationships in every aspect of job
Everyone is important
Accepts individuality and individual needs

Production orientation
Emphasize production and technical aspects of job
Employees are tools to accomplish goals

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Premise: Orientations are at opposite ends of the a continuum of leadership behavior.
A leader can’t be both.

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Likert

Ohio State vs. U of Michigan
Ohio State’s premise was found to be correct.
A high score on one dimension does not necessitate a low score on the other.
In other words, a leader can be high on both relationship and task behaviors, high on one and low on the other, or low on both.

Therefore, Univ of Michigan’s premise was found to be incorrect.
Just because a leader is high on task behaviors does not mean he/she is low in relationship behaviors (and vice versa).

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Blake & Mouton’s

Managerial/Leadership Grid (1960s)
Explains leader’s level of:
Concern for production (task behaviors)
Concern for people (relationship behaviors)
Scores range from 1 to 9 on each scale
5 styles of leadership

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Robert Blake – pioneered field of organizational dynamics
Jane Mouton – management theorist

PRACTICAL Model

Some leaders are very task-oriented, they simply want to get things done.
Others are very people-oriented, they want people to be happy.
And others are a combination of the two.

Neither preference is right or wrong, just as no one type of leadership style is best for all situations.

We usually have a dominant style.

Do you have professors who have one style or another? What do you prefer?

Blake & Mouton’s

Leadership Grid
Authoritarian (9,1) – results driven, efficient, people are tools to achieve results, leader may be seen as controlling
Country Club (1,9) – high concern for relationships, agreeable, eager to help, uncontroversial, friendly atmosphere
Impoverished (1,1) – unconcerned with both the task and relationships, uninvolved, withdrawn, apathetic
Middle-of-the Road (5,5) – concerned for both the task and people, compromisers, push for production while taking people into account, adequate organization while maintaining morale
Team Leader (9,9) – strong emphasis on task and people, stimulates participation, makes priorities clear, open minded, enjoys working, interdependence

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Authoritarian
employees needs are secondary to the need for efficient and productive workplaces
strict work rules, policies, and procedures
Views punishment as effective motivation tool

Country Club
Operate under the assumption that as long as team members are happy and secure, they will work hard
Very relaxed and fun atmosphere, but production often suffers due to lack of direction

Impoverished
Leader is mostly ineffective
Result is a place of disorganization, dissatisfaction, and disharmony

Middle of the Road
Seems to balance task and relationships
May first appear to be ideal compromise, but could be that production nor people needs are fully met
Settle for average performance

Team Leader
Creates a team environment based on trust and respect, which leads to high satisfaction and motivation, and as a result, high production

Blake & Mouton’s

Leadership Grid
It would appear that Team Management (9,9) is the BEST approach
However, further research suggests that certain situations may require different styles
Some situations may be complicated and require high task behavior
Other situations may be simple and require supportive behavior

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Leadership Styles & Decision Making

(Lewin, 1940s)
Autocratic
Makes decisions without consulting others
Works when there’s no need for input or decision wouldn’t change due to input
Democratic
Involves others in decision making
Can be problematic when there’s a wide range of options
Laissez-Faire
Minimizes involvement, allowing others to make own decisions
Works best when people are capable and motivated and no need for central coordination

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Style/Behavioral Approach
Strengths
Broadened scope of research
Good first step in providing a conceptual map
Leaders can assess their actions and determine how they might want to improve

Criticisms
Unsure how styles are associated with performance outcomes
No universal set of leader behaviors are always associated with success

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Situational Leadership Described
There is no best style of leadership
Different situations demand different kinds of leadership
Leader has to adapt style according to followers needs
Leader must know needs/capabilities of group
Adaptation and flexibility is vital and ongoing

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Situational Leadership Model

Hersey & Blanchard (1969, 1977, 1985)
Ohio State Studies roots
Task behaviors (Directive)
Relationship behaviors (Supportive)
Finding the right combo most effective
Follower readiness (development, maturity, competence, motivation) is key
Four Leadership Styles
Telling (Directing)
Selling (Coaching)
Participating (Supporting)
Delegating

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Paul Hesey – Northern IL, Ohio University, U of Arkansas
Consultant, Author
Company – Center for Leadership Studies

Ken Blanchard

Follower Readiness
Readiness = Level of Ability & Willingness
Ability: knowledge, skill, experience
Willingness: confidence, commitment, motivation

Follower’s Level Ability Willingness

Low (R1) Low Low/Mod
Moderate (R2) Moderate Mod/Low
Moderate (R3) High Variable
High (R4) High High

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The leader must adapt his/her style according to the follower’s readiness level.

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Delegating
Low Task
Low Relationship
S 4

Participating
Low Task
High Relationship
S 3
Selling
High Task
High Relationship
S 2
Telling
High Task
Low Relationship
S 1
Low
High
Supportive Behavior

Directive Behavior

R4
R3
R2
R1
Developed
Developing

High
Moderate
Low

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Leadership Styles: Telling (Directing)
High task/Low relationship

Tell follower what to do, when to do it, how to do it
Clear, specific direction
Structure the environment
One-way communication
Close supervision

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Leadership Styles:

Selling (Coaching)
High task/High relationship

Focus on both goals and followers needs
Answer questions
Encourage, explain, clarify
Build confidence
Leader is final decision maker

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Leadership Styles: Participating (Supporting)
Low task/High relationship

Follower has control of day-to-day decision making and problem-solving
Leader facilitates problem solving
Leader provides recognition and actively listens

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Leadership Styles: Delegating (Observing)
Low task/Low relationship

Leader has little involvement
Follower takes responsibility and implements action on own
Leader focuses on goal-setting and problem identification

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Situational Leadership
Strengths
Credible model for corporations
Easy to understand
Works in variety of settings
Prescriptive
Recognizes complexities of situations – flexible
Recognizes uniqueness of individuals
Takes followers into account

Criticisms
Not thoroughly researched or tested
Theoretical basis not explained
Does not address group size
Not necessarily practical

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