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Leadership (Situational factors affecting choice of leader behaviour…

- - - - Michigan Studies
        
        Employee-oriented behaviour
        
        employees' relationship
        
        Production-oriented behaviour
        
        cares abt results & performance
      - Managerial Grid :star:
        
        Task Style (9,1)
        
        High concerns for production, ignored staff goals & needs
        
        Decreases JS, low employee morale & High turnover
        
        Country Club Style (1,9)
        
        High concerns for staff which may lead to increased productivity
        
        However, low concern for results leads to staff complacency & poor performance
        
        Middle of the roader Style (5,5)
        
        Leader tries to balance concerns for staff & results
        
        Team Style (9,9)
        
        Maximum concern for staff & production
        
        Satisfied staff tends to be more committed to achieve org goals
        
        Best leadership style
        
        Impoverished Style (1,1)
        
        Leader disregards staff needs & org goals
        
        Worst Style, v ineffective
        
        Based on Leader's "concern for people" (y) & "concern for production" (x), 9 by 9 grid
  - - - Autocratic
        
        Leaders who centralises power & decision making to themselves, organise work for subordinates & expect them to follow.
        
        They hold full authority & responsibilites
        
        Common in military groups, NS Team
        
        Enables quick decision making during emergency
        
        Based on threats & punishments (negative)
        
        Give rewards to motivate employees (can be positive)
        
        Adv: Provides security to less competent staff, as they are expected not to deviate from leaders' instruction
        
        Disadv: Most employee dislike as this might result in fear & frustration due to demands made
      - Democratic
        
        Leaders who decentralise authority & results in active participation from employees
        
        Increases employee motivation & JS
    - - Focuses on followers, then implement suitable leadership styles
        
        Readiness refers to the ability & willingness of the employees to accomplish specific tasks.
        
        2 Leadership Style
        
        Task Behaviour (Directive)
        
        Leader organised & define roles for subordinates to perform
        
        Relationship Behaviour ( Supportive)
        
        A close & personal relationship b/w leader n subordinates, open communication & leaders provide emotional support for employees.
        
        R3: Able but unwilling
        
        S3: Participative ( Low task, High relationship)
        
        Able to perform but lack motivation, needs encouragement from leaders. Minimal work instruction
        
        R2: Unable & willing
        
        S2: Selling (High task & High relationship)
        
        Employees are enthusiastic to perform but lack the ability, hence requires encouragement & clear instruction to do so
        
        R4; Able & Willing
        
        S4: Delegating (Low task, low relationship)
        
        Only provide guidance when needed, delegating authority to followers
        
        R1: Unable & Unwilling
        
        S1: Telling (High Task, low relationship)
        
        Employees lack ability to perform, requires clear & specific instruction from autocratic leaders.
      - Job Readiness: Ability
      - Psychological Readiness; Willingness