Term
| Management key characteristics |
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Definition
- Management promotes stabilitbity and order within the existing organisational structure and systems
- Focus only on the organisation |
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Term
| Leadership key characteristics |
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Definition
- Promotes vision and change
- Focus on the organisation and people
- Leaders need to be able to see possibilities where others see problems and instil in others a sense of hope for a better future |
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Term
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Definition
- Leaders need to be able to see possibilities where others see problems and instil in others a sense of hope for a better future
- However, optimism can also lull leaders into laziness and overconfidence, causing them to miss danger signals and underestimate risks
- Optimism must be paired with 'reality testing' and conscientiousness, another trait common to successful l leaders, |
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Term
| Two types of behaviour identified as applicable to leadership in a variety of situatuions? |
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Definition
1. Task oriented behaviour
2. People oriented behaviour |
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Term
| Employee-centred leaders description |
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Definition
| - Most effective supervisors were those who established high performance goals and displayed supportive behaviour towards subordinates |
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Term
| Job- Centred Leaders description |
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Definition
| - Less effective leader who tended to be less concerned with goal achievement and human needs in favour of meeting schedules, keeping costs low, achieving production efficiency |
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Term
| LEADERSHIP GRID - Impoverished management |
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Definition
Low concern for production = 1
Low concern for people = 1
Exertion of minimum effort to get required work done is appropriate to sustain organisation membership |
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Term
| LEADERSHIP GRID -Authority compliance |
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Definition
High concern for production = 9
Low concern for people = 1
Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree |
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Term
| LEADERSHIP GRID - Middle-of-the-road management |
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Definition
Middle concern for production = 5
Middle concern for people = 5
Adequate organisation performance is possible through balancing the necessity to get out of work with maintaining morale of people at a satisfactory level |
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Term
| LEADERSHIP GRID - Country Club Management |
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Definition
Loe concern for production = 1
High concern for people = 9
Thoughtful attention to the needs of people for satisfying relationships leads to a comfortable, friendly organisation atmosphere and work tempo |
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Term
| LEADERSHIP GRID - Team Management |
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Definition
High concern for production = 9
High concern for people = 9
Work accomplishment is from committed people; interdependence through a common stake in organisation purpose leads to relationships of tryst and respect |
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Term
| Definition of Considerations given by the Ohio state uni |
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Definition
| Falls in the category of people-oriented behaviour, and is the extent to which the leader is mindful of subordinates, respects their ideas and feelings, and establishes mutual trust. |
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Term
| Definition of Initiating Structure given by the Ohio state uni |
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Definition
| The degree of task behaviour, that is, the extent to which the leader is task oriented and directs subordinate work activities towards goal attainment |
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Term
| What is a Contingency Approach? |
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Definition
A model of leadership that describes the relationship between leadership styles and specific organisational situations.
- Include a model based on the work of Hersey and Blanchard, the leadership model developed by Fiedlre and his associates, and the substitues-for-leadership concept. |
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Term
| What is the point of Situational Model of Leadership? |
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Definition
Subordinates vary in readiness, which is determined by the degree of willingness and ability a subordinates demonstrates while performing a specific task.
Willingness = - a combination of confidence, commitment and motivation, and a follower may be high or low on any of the three variables.
Ability = the amount of knowledge, experience and demonstrated skill a subordinate brings to the task
- Effective leaders adapt their style according to the readiness level of the people they are managing as people low in readiness need a different leadership style than those who are high in readiness |
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Term
| SITUATIONAL MODEL = Directing Style |
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Definition
HIGH Focus on TASK needs
LOW focus on PEOPLE needs
- Authoritative leader provides detailed goals and tasks, closely monitors operations and performance
- Use this style when followers have low readiness, low ability and lack of confidence
- The leader is specific, directing people exactly what to do, how to do it and when. |
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Term
| SITUATIONAL MODEL = Coaching Style |
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Definition
HIGH Focus on TASK needs
HGIH focus on PEOPLE needs
- Dual-focus leader provides both task instruction and personal support as needed
- Use this style when followers have moderate readiness because of confidence to proceed but lack ability
- It involves giving direction but also includes seeking input from others and clarifying takts rather than simply instructing that they be performed |
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Term
| SITUATIONAL MODEL = Entrusting Style |
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Definition
LOW Focus on TASK needs
LOW focus on PEOPLE needs
- Delegating leader who displays little focus on either task or people's needs
- Use this style when followers have high readiness because of ability and confidence to perform tasks themselves |
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Term
| SITUATIONAL MODEL =Supporting Style |
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Definition
LOW Focus on TASK needs
HIGH focus on PEOPLE needs
- Engaging leader encourages, supports, consults with and develops followers' skills and confidence
- Use this style when followers have moderate readiness because of ability but lack confidence nd need personal support |
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Term
| Highly Favourable situation characteristics |
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Definition
To the leader when-member relationships are positive, tasks are highly structured and the leader has formal authority over followers.
- Followers trust, respect and have confidence in the leader
- Group’s tasks are clearly defined, involve specific procedures and have clear, explicit goals.
- The leader has formal authority to direct and evaluate followers, along with the power to reward or punish |
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Term
| Highly Unfavourable situation characteristics |
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Definition
When leader-member relationships are poor, tasks are highly unstructured and the leader has little formal authority.
- Followers have little respect for or confidence and trust in the leader
- Tasks are vague and ill-defined and lack clear-cut procedures and guidelines
- The leader has little formal authority to direct subordinates and does not have the power to issue rewards or punishments |
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Term
| Why do Task Oriented leaders excel more in highly favourable or highly unfavourable situations? |
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Definition
Highly favourable = Everyone gets along, the task is clear and the leader has power
Highly unfavourable = A great deal of structure and task direction is needed. A strong leader with define the task structure and establish strong authority. |
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Term
| Why does the Relationship Oriented leader perform better in sitatuibs of intermediate favourability? |
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Definition
| Because human relations skills are important in achieving high group performance. In these situations, the leader may be moderately well-liked, have some power and supervise jobs that contain some ambiguity. A leader with good interpersonal skills can create a positive group atmosphere that will improve relationships, clarify task structure and establish positive power. |
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Term
| What does a leader need to know when using Fiedler’s Contingency Theory? |
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Definition
First the leader should know whether he or she has a relationship or task-orientated style.
Second, the leader should diagnose the situation and determine whether leader-member relations, task structure and position power are favourable or unfavourable.
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