Managerial Grid

The Managerial Grid

• Appraises leadership styles using two dimensions: concern for people and concern for production
• Places managerial styles in five categories: impoverished management, task management, middle-of-the-road management, country club management, and team management

The Fiedler Model

• Proposes that effective group performance depends on the proper match between the leader's style and the situation
• Assumes that leaders do not readily change their leadership styles, and matching the leader to the situation or changing the situation is required
• Uses the Least-Preferred Co-worker (LPC) questionnaire to determine leadership style, measuring responses to 18 pairs of contrasting adjectives
• High score: relationship-oriented leadership style, Low score: task-oriented leadership style
• Situational factors in matching leader to situation: leader-member relations, task structure, and position power

Hersey and Blanchard's Situational Leadership Theory (SLT)

• Argues that successful leadership is achieved by selecting the right leadership style contingent on the level of followers' readiness
• Acceptance: leadership effectiveness depends on whether followers accept or reject a leader
• Readiness: the extent to which followers have the ability and willingness to accomplish a specific task
• Leaders must relinquish control over and contact with followers as they become more competent
• Creates four specific leadership styles incorporating Fiedler's two leadership dimensions:
  • Telling: high task-low relationship leadership
  • Selling: high task-high relationship leadership
  • Participating: low task-high relationship leadership
  • Delegating: low task-low relationship leadership
• Four stages of follower readiness:
  • R1: followers are unable and unwilling
  • R2: followers are unable but willing
  • R3: followers are able but unwilling
  • R4: followers are able and willing

Path-Goal Model

• States that the leader's job is to assist followers in attaining their goals and to provide direction or support to ensure that their goals are compatible with those of the organization
• Depending on the situation, leaders assume different leadership styles at different times:
  • Directive leader
  • Supportive leader
  • Participative leader
  • Achievement-oriented leader

Contemporary Views of Leadership

• Transactional Leadership: leaders guide or motivate followers to achieve established goals by clarifying role and task requirements
• Transformational Leadership: leaders inspire followers to transcend their own self-interests for the good of the organization by clarifying role and task requirements
• Charismatic Leadership: an enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways, having a vision, articulating the vision, taking risks, being sensitive to the environment and follower needs, and exhibiting behaviors that are out of the ordinary
• Visionary Leadership: a leader who creates and articulates a realistic, credible, and attractive vision of the future that improves upon the present situation

Developing Trust

• Credibility: the assessment of a leader's honesty, competence, and ability to inspire by their followers
• Trust: the belief of followers (and others) in the integrity, character, and ability of a leader
• Dimensions of trust: integrity, competence, consistency, loyalty, and openness
• Related to increases in job performance, organizational citizenship behaviors, job satisfaction, and organization commitment

Empowering Employees

• Empowerment: increasing the decision-making discretion of workers such that teams can make key operating decisions
• Why empower employees: quicker responses to problems, faster decisions, and addressing the problem of increased spans of control in relieving managers to address other problems

Cross-Cultural Leadership

• Universal Elements of Effective Leadership:
  • Vision
  • Foresight
  • Providing encouragement
  • Trustworthiness
  • Dynamism
  • Positiveness
  • Proactiveness

Gender Differences and Leadership

• Research findings: males and females use different styles:
  • Women tend to adopt a more democratic or participative style unless in a male-dominated job
  • Women tend to use transformational leadership
  • Men tend to use transactional leadership

This quiz assesses leadership styles using the Managerial Grid, which categorizes styles into five categories based on concern for people and production.