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LEADERSHIP, Group members name:
Nadia
Qistina
Farish
Danish…
LEADERSHIP
MANAGERIAL THEORISES
The Indifferent (previously called impoverished) Style (1,1)
- The Accommodating (previously, country club) Style (1,9)
- Dictatorial (previously, task management) Style (9,1)
- The Status Quo (previously, middle-of-the-road) Style (5,5)
- The Sound (previously, team management) Style (9,9)
MANAGERIAL GRID BASIC DIAGRAM
- • The grid plots Concern for People (Y-axis, Low to High) against Concern for Production (X-axis, Low to High)
- 1,1: Low concern for people and production.
- 1,9: High concern for people, low concern for production.
- 5,5: Moderate concern for both people and production.
- 9,1: High concern for production, low concern for people.
- 9,9: High concern for both people and production.
Managerial Grid (Comprehensive)
- Country Club (1,9): Focus on people, creating a friendly and comfortable atmosphere, but low productivity.
- Team Management (9,9): High concern for both people and production, fostering trust, respect, and high performance.
- Middle-of-the-Road (5,5): Balances work and morale, achieving average results.
- Impoverished (1,1): Minimal effort for both people and tasks, leading to inefficiency.
- Task Management (9,1): Focus on efficiency and production, with little concern for people.
THE DICTATORIAL
with high concern for production and low concern for people
managers using this style find employees need unimportant the provide theor company with money and expect performance
THE STATUS QUO
- balance and compromise
- managers using this style try to balance between company goals and workers needs
IMPORTANCE OF LEADERSHIP
ENHANCE AND OBTAIN COOPERATION
Leaders need to promote cooperation to ensure all planning is running smoothly transformed into actions to meet the set goal.
ENCOURAGE TEAMWORK
Leaders should encourage their subordinates to work together to achieve organization goals
MAKE CONTRIBUTIONS TO THE ORGANIZATION Leaders can contribute to the organization by developing strategies that assist in the organization's sustainability and success.
MOTIVATE EMPLOYEES TO GENERATE GOOD WORK Leaders should motivate and direct their subordinates' behavior in a way that works towards common goals
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MICHIGAN STATE STUDIES
Production-Centered Behavior
i) Leader behavior focuses primaly on how well subordinates are performing their jobs.
ii) Managers/Leaders set rigid work standards, organize tasks down to the last detai, prescribe work methods to be followed, and closely supervise employees work.
Employee-Centered Behavior
i) Leader behavior focuses primarily on subordinates as people.
ii) Managers/Leaders encourage employee participation in goal setting and other work decisions as well as help ensure high perfomance by inspiring trust and respect, thus employees are more productive and satisfied with their work.
OHIO STATE STUDIES
CONSIDERATION
A person's job relationships are characterised by mutual trust, respect for the employee's ideas, and regard for their feelings. 
Low structure, Low consideration: Passive disengaged leaders.High structure, Low consideration: Focused on task achievement, often at the expense of relationships Low structure, High consideration: Supportive but may lack clarity in task direction High structure, High consideration: Ideal leaders, balancing productivity with team well-being
INITIATING STRUCTURE
Leader is likely to define and structure his or her role and those of employees in the search for goal attainment includes behaviour that attempts to organize work relationships and goals
The Trait Approach
Sees an individual's personal characteristics as the main determinants of how successful that individual could be as a leader.Early research conducted, as indicated in books by Daft (2010) and Robbins & Coulter (2012), focused on looking at:
- Comparing the traits of those who have emerged as leaders with the traits of those who have not.
2.Comparing the traits of effective leaders with those of ineffective leaders.Some of the findings from the research:1 Leaders and Non- leaders
leaders is more brighter, extrovert, and self-confidence compared to non-leaders.2 Effective and Ineffective leaders
- effective leaders are intelligent, have initiative, have supervisory ability and are self- assured.
- however, effective leadership does not depend on a particular set of trait but rather on how well the leader's trait match the required situation.
3 Characteristics of effective leaders
The Trait Approach assumes that some people are endowed/gifted with certain characteristics
Example
-personality, self-esteem, dominance, and emotional stability
- Aptitude: general intelligence,verbal fluency and creativity.
- Other trait; honestly and integrity
Group members name:
- Nadia
- Qistina
- Farish
- Danish Syafi
- Farhan