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Leadership, Motivation - Coggle Diagram

- - - - Features
        
        Participation encouraged
        
        Pros
        
        Cons
    - - Features
        
        Leader takes all decisions.
        
        Supervises workers closely.
        
        Pros
        
        Cons
        
        Workers only given limited information about the business.
    - - Features
        
        Leader has little input into day-to-day decision-making and delegates virtually all authority and decision-making powers.
        
        Pros
        
        Cons
  - - - Great Leaders are born, not made. You're either naturally a leader or you're not.
        
        Characteristics: charisma, intelligence, wisdom, political skills, etc.
      - Criticisms
        
        Other scientists claimed that this theory is childish, primitive and unscientific. Leaders are products of their environment or the society in which they live. Before a “Great Man” can remake his society, that society must make him.
    - - Theory X
        
        Employees dislike work, avoid responsibility 2. Emphasis on monitoring n supervision 3.Motivators r rewards n punishment 4."WeVSThey management-employees relation
        
        Results driven
        
        Demanding
        
        Centralized
        
        Creates an authoritarian environment which makes for a hostile and uncomfortable work environment.
      - Theory Y
        
        Enjoy work, motivated, take responsibility 2.Can work without supervision 3.Responsibility motivates them 4.Collaborative and cordial management-employees relation
        
        Imagination, creativity driven
        
        Enables growth and development
        
        De-centralized
        
        The implementation of both theories is unrealistic as it does not adequately accommodate all members of the organization.
    - - Pros
        
        Cons
        
        The position of team management is accepted as the best form of leadership. In reality all depends on the individual situation so sometimes this may not be practical or indeed advisable
        
        The grid shows areas where management faults can be identified and can they provide the basis for training and for management development
      - It says that for each situation there's a best style of leadership ? Is behavioral
    - - Fiedler’s Contingency Theory
        
        Is a class of Behavioral Theory And claims that " No leadership style is best in all situations "
        
        it suggests that a leader's effectiveness is based on the situation
        
        Task-oriented Leaders
        
        They're quick to organize a group to get tasks and projects done. organize a group to get tasks and projects done. Relationship-building is a low priority.Relationship-building is a low priority.
        
        Relationship-oriented Leaders
        
        focus more on personal connections, and they're good at avoiding and managing and they're good at avoiding and managing conflict. They're better able to make complex conflict. They're better able to make complex decisions.decisions.
        
        Criticism
        
        Fiedler believed that because our natural leadership style is fixed, the most effective way to handle situations is to change the leader. He didn't allow for flexibility in leaders.effective way to handle situations is to change the leader.
        
        Errors in counting: If you are unfortunate enough to have encountered such a If you are unfortunate enough to have encountered such a person just once in your career, then you might always be categorized as a low-LPC leader, person just once in your career, then you might always be categorized as a low-LPC leader, however people-oriented you actually are.however people-oriented you actually are.
      - Hersey & Blanchard
        
        An effective leader chooses the style which best suits the situation
        
        Situation was determined by the “Maturity” of the person the leader is attempting to influence.
        
        Maturity = Willingness + Ability
        
        Ability
        
        Qualifications
        
        Skills
        
        Expirience
        
        Willingness
        
        measures the desire of followers to accomplish a task
        
        Drawbacks
        
        It’s only appropriate for flexible situations, rather than strict, task-driven or deadline-driven environments
        
        The leader may not be able to accurately assess the maturity level of their subordinates.
        
        Changing styles could confuse and frustrate followers
        
        Leader could be overwhelmed with constant changes in style required (staff or task may change causing change in Ability/Willingness)
        
        Followers may have very varied Abilities/Willingness
      - Week 4
        
        Vroom-Yetton-Jago
        
        Type of situational theory
        
        The model was predicated on the idea that there was a direct link between subordinate acceptance of decisions and worker productivity.
        
        A series of questions allows to the leader to choose from among five methods of decision-making, ranging from entirely authoritative to completely participatory.
        
        A1
        
        A2
        
        C1
        
        C2
        
        G1
        
        Pros
        
        Cons
        
        Fails to consider details
        
        Time constraints
        
        Rigid structure
        
        Size of team
        
        Inauthentic
        
        Easy to use
        
        Anyone could be a leader
        
        More confidence for decision making
        
        Can be applied to multiple situations
    - - Traites
        
        Adaptable to situations
        
        Alert to social environment
        
        Ambitious / Achievement orientated
        
        Assertive
        
        Cooperative
        
        Decisive
        
        Dependable
        
        Dominant (Desire to influence others)
        
        Energetic (High activity level)
        
        Persistent
        
        2 more items...
      - Skills
        
        Clever (Intelligent)
        
        Conceptually skilled
        
        Creative
        
        Diplomatic and Tactful
        
        Knowledgeable about group tasks
        
        Fluent in speaking
        
        Oragnized ( admin ability )
        
        Persuasive
        
        Socially skilled