Download - DIP – 7. Leading function (B)
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.