MICHIGAN STUDIES (1961). TWO dimensions of
leadership:
Job centered – leader pays close attention to the work of
subordinates, explains work procedures & is interested in performance –
main concern is efficient completion of task.
Employee centered - leader
attempts to build effective work groups with high performance goals. Leader’s
main concern is with high performance, but that was to be accomplished by
paying attention to the human aspects of the group.
LEADERSHIP GRID. The leadership style model give
rise to Robert Blake and James Mauton’s Managerial Grid, 1985 (Leadership
Grid). A framework for portraying types of leadership behavior and their
various potential combination. Based on 2 dimension: concern production and
concern for people-7 styles of Leadership.
BLAKE AND JAMES MAUTON’S LEADERSHIP GRID
(1,1) – low people, low production
(9,1) – high production, low people
(1,9) – high people, low production
(5,5) – balance (50% of both)
(9,9) – most effective leadership
note : (9 represents high concern), ( 1 represents
low concern)
Blake and James Mauton’s Leadership Grid (7 Styles)
(1,1) – Impoverished Management: Minimum effort to
get require work done and to sustain organisational membership
(9,1) – Autocratic/ Authority Compliance Management:
Efficiency in operations results from arranging conditions of work in such a
way that human elements interference to a minimum degree
(1,9) – Country club management: Thoughtful
attention to the need of staff for satisfying relationship leads to
comfortable, friendly organisation atmosphere and work tempo
(5,5) – Middle of the Road Management: Adequate
organisational performance and maintaining satisfactory morale
(9,9) – Team Management: Work accomplishment from
committed people and interdependence through a “common stake” in organisation
purpose leads to relationship of trust and respect
(1,9) and (9,1)- Paternalistic/Materialistic
Management: uses both styles but do not integrate. Leader define
initiative/work and offer praise and appreciation BUT discourage challenge or
affront to leadership.
Combination 1-5. Opportunistic Leadership: Uses any
conciliation of the 5 styles for advantage of leadership.
Four styles of leadership
Four main styles of leadership are identified in
the Tannenbaum and Schmidt Continuum of Leadership:
TELLS/ DIRECTIVE
Leader identifies problems, makes decision and
announces to subordinates; expects implementation
SELLS/CONSULTATION
Leader still makes decision, but attempts to
overcome resistance through discussion & persuasion
CONSULTS/ PARTICIPATE
Leader identifies problem and presents it to the
group. Listens to advice and suggestions before making a decision
JOINS/DELEGATE
Leader defines the problem and passes on the solving
& decision-making to the group (which manager is part of)
Three-Dimension Leadership Styles
William Reddin developed another useful model for
identifying the leadership styles of practising school administrators. Figure
below shows his relatively elaborate three-dimensional, model of leadership
effectiveness. When the style of a leader is appropriate to a given
situation, it is termed effective, when the style is inappropriate to a given
situation, it is termed ineffective.
The effective styles are as follows:
Developer
A leader using this style gives maximum concern to
relationship and minimum concern to tasks. Te leader is seen as having implicit
trust in people and concerned mainly with developing them as individuals.
Executive
A leader using this style gives a great deal of
concern to both tasks and relationships. The leader is seen as a good
motivator, setting high standards, recognising individual differences, and
using team management.
Bureaucrat
A leader using this styles gives minimum concern to
both tasks and relationships. The leader is seen as conscientious and is
interested mainly in rules and wants to maintain an control the situation by
the use of rules.
Benevolent autocrat
A leader using this style gives maximum concern to
tasks and minimum concern to relationships. The leader is seen as knowing exactly
what she wants and how to get it without causing resentment.
The ineffective styles are as follows:
Missionary
A leader using this style gives maximum concern to
people and relationships which such behavior is inappropriate. The leader is
seen as a “do-gooder” who values harmony as an end in itself.
Compromiser
A leader using this style gives a great deal of
concern to both tasks and relationships in a situation that requires emphasis
on only one or on either. The leader is seen as a poor decision maker; he is
affected by pressure.
Deserter
A leader using this style gives a minimum concern to
tasks and relationships in a situation where such behaviour is inappropriate.
The leader is seen as uninvolved and passive.
Autocrat
A leader using this style gives maximum concern to
tasks and minimum concern to relationships in a situation in which such
behaviour is inappropriate. The leader is seen as having no confidence in
others, as unpleasant, and as interested only in the immediate job.
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