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WEEK 3: LEADERSHIP BEHAVIOUR & MOTIVATION - Coggle Diagram
WEEK 3: LEADERSHIP BEHAVIOUR & MOTIVATION
UNIVERSITY OF IOWA LEADERSHIP STYLES
Authoritarian (less creative)
provided clear expectations
very directive-don't allow participation
friendly while praising the performance of the individual & impersonal while criticizing the individual member
best applied to situations where there is little time for group decision-making
leader is the most knowledgeable member of the group
Democratic (less work, higher quality, most effective)
offered guidance to group members, but they also participated in the group members
shared leadership responsibilities - members involved in the planning & execution of the task
encourage group members to participate but retain the final say
group members feel engaged in the process & more motivated & creative
Laissez-faire
offered little or no guidance to group members & left decision-making up to group members
each member was let alone - no one attempted to influence the other
best applied when members are highly qualified in an area of expertise - leads to poorly defined roles & a lack of motivation
UNIVERSITY OF MICHIGAN LEADERSHIP MODELS
TASK-ORIENTED BEHAVIOUR
leader looks at subordinates or employees as tools to accomplish the goals of the organization
effective managers studied did not do the same kind work
their tasks were different & included playing & scheduling work, coordinating activities & providing necessary resources
RELATIONSHIP-ORIENTED BEHAVIOUR
these managers concentrated on the task results but also developed relationships with their subordinates
leader has complete confidence & trust in all matters in his subordinates
leader always asks subordinates for ideas & opinions & always tries to make constructive use of them
more considerate, helpful & supportive of subordinates, including helping them with their career & personal problems.
they recognised effort with intrinsic as well as extrinsic reward, thanking people for effort
PARTICIPATIVE LEADERSHIP
leader facilitated rather than directed
using team meetings to share ideas & involve the team in group decisions & problem-solving
leader is responsible for results & not absolved of responsibility
OHIO STATE UNIVERSITY LEADERSHIP MODEL
INITIATING STRUCTURE BEHAVIOUR
leader subordinate role
everyone knows what is expected
establish formal lines of communication
determine how tasks will be performed
CONSIDERATION BEHAVIOUR
leaders who concerned for subordinates
attempt to establish a warm, friendly & supportive climate
MOTIVATION THEORIES
PROCESS THEORIES
expectancy
goal-setting
equity
REINFORCEMENT THEORY
avoidance
extinction
positive
punishment
CONTENT THEORIES
two-factor
acquired needs
hierarchy of needs