Leadership Styles and Decision Making

Leading/Directing

• Directing is a management function involving instructing, guiding, and inspiring human influence within an organization to achieve its mission and objectives.
• It's about influencing people to contribute to organizational and group goals.
• The process of motivating organizational members to work efficiently and effectively toward organizational goals.
• Directing requires the integration of organizational and individual goals.
• It's a crucial part of managerial functions because it involves initiating actions.
• Directing requires three basic elements: leadership, motivation, and communication.

Elements of Directing

• Managers need three basic elements to direct individuals: leadership, motivation, and communication

Leadership

• Leadership is a process where an individual influences a group to achieve a common goal.
• Leadership is a function of the leader, followers, and the situation.
• At an individual level, leadership involves mentoring, coaching, inspiring, and motivating.
• At a group level, leaders build teams, foster unity, and resolve conflict.
• At an organizational level, leaders build culture and create change.
• Leadership styles are various and classified in different forms based on authority and other viewpoints.

Basic Leadership Styles

• Leadership styles are categorized based on authority or motivation and supervision.

Authority Leadership Styles

• Autocratic/Authoritarian: Leader exercises absolute control over decisions, dictating policies and procedures without subordinate input. Communication is one-way, from manager to follower. Key features include centralized authority, limited delegation, strict control, and emphasis on discipline. Autocratic leaders may be "benevolent" and listen to opinions before decisions but hold the final say. They dominate, command, and may instill fear in subordinates. They dislike delegating to maintain authority.
• Bureaucratic: Management 'by the book', following procedures and policies. If something is not covered, referral is made to higher levels. Strict enforcement of rules and procedures is key. Not oriented as much to individuals; rather a process of managing.
• Democratic/Participative: Subordinates have freedom of action. Leaders show concern for their people. Information and ideas are solicited from subordinates to make decisions. It enhances employee morale. Key features include collaborative decision-making, empowerment, open communication, and focus on teamwork.
• Laissez-faire/Free-rein: Minimal direction or supervision; team members make decisions and manage their tasks independently. Leaders take a hands-off approach but are available for support and resources as needed. Key features include autonomy, minimal intervention, trust in competence, and flexible structure.

Situational Leadership Style

• Situational leadership is a flexible approach; adapting to the needs of the team and the situation. Style depends on the team and specific situation and factors like team members' competence, commitment, task complexity.
• Leaders must assess these factors to determine the best approach.

Leadership Theories

• Great Man Theory: Leaders possess intrinsic traits of leadership and are born not made.
• Trait Theory: Identifies traits that differentiate leaders from non-leaders (Examples: physical, social, task-related characteristics).

Motivation

• Motivation is defined as the internal passion from need, wants, and desire that compels an individual to use physical and mental energy to reach desired objectives.
• The efficiency of a person is dependent upon their performance
• Performance = Ability x Motivation.

Types of Motivation

• Positive Motivation: Encourages satisfaction of needs and aspirations via rewards, incentives, building affiliation, and removing barriers to performance.
• Negative Motivation: Creates fear and an unhelpful environment via penalties and reducing unity and integrity between individuals or the organization.
• Financial Motivation: Monetary rewards like wages, salaries, bonuses, fringes, retirement benefits. It helps satisfy physiological and security needs.
• Non-Financial Motivation: Non-monetary rewards like recognition, involvement in decision-making, challenging tasks, praise, and competition.

Leadership Models

• Fiedler's Contingency Model: Effectiveness relies on the leader's style and situational favorability. Measured using the Least Preferred Co-worker (LPC) scale. Situational favorability depends on Leader-Member Relations, Task Structure, and Position Power.
• Path-Goal Theory: The leader's primary role is guiding and supporting employees. Guiding them to achieve goals, adapting their leadership style to maximize employee motivation and satisfaction. Key behaviors include Directive, Supportive, Participative, and Achievement-Oriented.

Hersey-Blanchard Situational Leadership Model

• A leadership theory that suggests the most effective leadership style depends on the maturity level of the follower. Leaders adapt to the individual's abilities and willingness to complete a task.
• Defined by the readiness of the follower (Ability and Willingness), categorized into four levels (R1, R2, R3, R4).
• Different leadership styles (Directing, Coaching, Supporting, Delegating) are best suited to each level of readiness.

Advantages of leadership models

• Emphasize the importance of team development and effectiveness. It enhances productivity, motivation, and builds a sense of belonging.

Disadvantages of leadership models

• Can be complex to implement, especially in dynamic environments. Some models may neglect social or environmental factors, leading to a simplified perspective of leadership.