MG4031 Week 09 Lecture 02 PDF

MG4031 Wk.09 Lec.02 Behavioural Theories: Critical specific behaviours define leaders. Ohio State University Studies: The studies tried to identify and classify independent dimensions of leaders’ behaviour. Two categories were identified that accounted for most of the leadership behaviour:...

MG4031 Wk.09 Lec.02 Behavioural Theories: Critical specific behaviours define leaders. Ohio State University Studies: The studies tried to identify and classify independent dimensions of leaders’ behaviour. Two categories were identified that accounted for most of the leadership behaviour: Initiating Structure Style – The extent to which the leader defines and structures their role and the roles of their followers in achieving established organisational goals. Focuses on planning, organising, controlling and co-ordinating. Considerate Style – The extent to which the leader focuses on establishing trust, mutual respect and rapport between themselves and their followers. They facilitate goal achievement and downplay their formal hierarchal role. They were found to be uncorrelated, giving rise to four types of leadership behaviour. 1. Low on initiating structure and on considerate style 2. Low on initiating structure but high on considerate style 3. High on initiating structure but low on considerate style 4. High on both styles University of Michigan Studies: Sought to examine the relationship between the behavioural characteristics of leaders and performance effectiveness. Leadership was classified into two styles: Employee-oriented – Emphasising interpersonal relationships in the workplace. Production-oriented – Concentrating on the technical/task aspects of work. Employee-oriented leaders achieve higher productivity and job satisfaction among their employees, however, both aspects need to be balanced as production in one of the biggest aspects of a business. The Managerial Grid (Blake and Mouton): The grid has a concern for people axis, and a concern for production axis. They used the assumption that a manager’s job is to foster attitudes about behaviour that promote performance, creativity, intrapreneurship and innovation in the business. Task Management (9;1): Focuses almost only on production issues. People are seen as a commodity. Country Club Management (1;9): Production occurs because of lack of conflict and good relationships. It almost exclusively emphasises people concerns. Impoverished Management (1;1): Little concern for people or production, manager has little commitment or interest in their job. Dampered Pendulum (5;5): The manager pushes for production but doesn’t go all out. They demonstrate some concern for people. They have a fair but firm attitude. Team Management (9;9): High concern for both people and production. Production is seen as being a result of integration of tasks and human requirements. This is the best style. Contingency Theories: Prediction of leadership success and effectiveness is more than just traits and behaviours, it also involves, situational variables such as context. Fiedler’s Theory: Two main leadership styles were identified: Relationship-Motivated – Satisfaction is obtained from good relationships with others. Task-Motivated – Emphasis is put on proceduralising and task completion. Leaders were asked to think of their least preferred co-worker (LPC). Fiedler found that relationship-motivated leaders will score relationship issues high in the LPC. However, task-motivated leaders will score the LPC low on all dimensions. House’s Path-Goal Theory: Leaders are effective if they can help subordinates to identify a goal and then enable them to achieve it. He identified four leadership styles and two classes of situational variables (personal characteristics and environment of subordinates). Directive leadership leads to greater satisfaction when tasks are ambiguous or stressful and leads to higher satisfaction when there’s substantive conflict. It is seen as redundant among subordinates with extensive experience. Best with subordinates with an external locus of control Supportive leadership results in better performance and satisfaction when tasks are structured. The clearer and more bureaucratic the formal authority relationships, the more emphasis should be put on supportive leadership. Participative leadership satisfies subordinates have an internal locus of control. Achievement-Oriented leadership increases subordinates' expectations that effort leads to high performance when tasks are ambiguously structured. Charismatic Theories: Focus on identifying behaviours that differentiate charismatic leaders from ones who are not. Charismatic leaders are exceptionally self-confident, strongly motivated to attain and assert influence, and have strong conviction in the moral correctness of their beliefs. Transactional & Transformational Leadership: Two types of leadership were identified. Transactional Leader Transformational Leader Contingent Rewards Charismatic Manages by Exception (waits for issues) Inspirational Laissez-Faire Provides Intellectual Stimulation Individual Consideration In transformational leadership, the leader adapts to the values, beliefs and needs of their followers. Transactional leadership is only possible when there is no outstanding sense of impending threat/anxiety. The leader relies on self-motivated people. There is a focus on organisation, supervision and rule-based performance. References: Tiernan, S. and Morley, M. (2019) Modern Management : Theory and Practice for Students in Ireland, Fifth edition. ed, Dublin, Ireland: Institute of Public Administration, pp. 225-240. MG4031 Lecture Slides Image 1: blog.sanfranciscobs.com