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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). High. Country club leader. Team Leader. Middle of the road leader. Concern for people.

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DIP – 7. Leading function (B)

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  1. DIP – 7. Leading function (B) Lim SeiKee @ cK

  2. Leadership styles • Authoritarian style • Democratic style • Laissez-Faire style

  3. The Management Grid(Blake and Mouton Model) High Country club leader Team Leader Middle of the road leader Concern for people Authority-Obedience leader Impoverished leader Low Low Concern for results High

  4. 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.

  5. 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

  6. Theories of leadership: • Fiedler’s Model • Hersey and Blanchard Model • Path-Goal Model

  7. Fiedler’s Contingency Model • Fred Fiedler believes that leader’s effectiveness depends on two factors leadership style and situational favorableness.

  8. 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 Friendly Unpleasant 1   2   3   4   5   6   7   8 Pleasant Rejecting 1   2   3   4   5   6   7   8 Accepting Tense 1   2   3   4   5   6   7   8 Relaxed Cold 1   2   3   4   5   6   7   8 Warm Boring 1   2   3   4   5   6   7   8 Interesting Backbiting 1   2   3   4   5   6   7   8 Loyal Uncooperative 1   2   3   4   5   6   7   8 Cooperative Hostile 1   2   3   4   5   6   7   8 Supportive Guarded 1   2   3   4   5   6   7   8 Open Insincere 1   2   3   4   5   6   7   8 Sincere

  9. Second, determine situational favorableness: • Based on 3 distinct factors: 1) Leader- member relations 2) Task structure 3) Leaders position power

  10. Applying the fiedler contingency model • Identify your leadership style • Identify your situation • Determine the most effective leadership style Breakdown the most effective leader style(fig)

  11. 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.

  12. 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.

  13. Contingency relationships in Path-Goal Leadership theory.

  14. Motivation • Definition: The art or process of stimulating to action, providing an incentive or motive, especially for an act.

  15. 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.

  16. 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)

  17. 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.

  18. 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.

  19. Opportunities for satisfaction in Maslow’s hierarchy of human needs Higher order (Growth needs) Self-Actualization Esteem Social Lower order (deficiency needs) Safety Physiological (food and shelter)

  20. 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.

  21. 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.

  22. Satisfaction v/s Dissatisfaction • Satisfiers/Motivators: • Achievement • Growth • Recognition • Responsibility • Work itself • Advancement Presence- Positive effect on motivation and satisfaction Absence- no negative effect on motivation or satisfaction

  23. What employees want: • Satisfiers • Motivators

  24. Satisfiers • Working condition • Company policies • Job Security • Pay and benefits • Relationship with coworkers • Supervision • Status

  25. Motivators • Achievement • Recognition • Satisfying work • Responsibility • Advancement • Growth

  26. 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

  27. 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

  28. 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.

  29. 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.

  30. 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.

  31. 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.

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