L&M leadership style Flashcards
(16 cards)
muczyk and reiman 1987
5 dimensions of leadership
2 of them participation and direction are situation dependent
leaders choose diff approaches to decisions
culture plays part in debate
contingency and situational approach for diff cuktures
autocrat and directive elements may be needed in societies outside USA
when looking at styles, must acknowledge that fir long term changes may be needed as org adapts to changing circumstances
usually change gradual w movement from directive autocrat to permissive often happens as org matures
4 styles of leadership M AND R
1) directive autocrat
2) directive democrat
3) permissive autocrat
4) permissive democrat
directive autocrat
no employee participation in decision making
large amount of directive or close monitoring
not popular in places like USA
but efficient for decisive and quick action taking
when workers inexperienced or when relations have broken down
leader needs to be comfy acting this way and still treat workers w respect
permissive autocrat
no employee participation in decision making BUT
far less directive or close monitoring over execution of decisions
suited where quick decisions need be made but can carry out themselves
directive democrat
large amount of employee participation in decision making but a large amount of directive close monitoring while executing
appropriate when tasks are complex but decision making speed doesn’t matter
permissive democrat
large amount of employee participation in decision making
no close monitoring in execution of decision
allows workers to participate in decision making and then have autonomy in carrying them out
works well where workers are informed, motivated, experienced, and policies and procedures r in place
m&r strength cultural differences
takes into account
consider diff aspects based on culture
can apply to not j western democracies but everywhere
m and r reductionism vs holism
weakness - breaks leadership into specfic styles
reductionist
other theories suggest wider variety leading to effective behaviour leadership not j 4 so not complete theory
m and r individual and situational
out of 5 dimensions 2 are situation dependant - consideration and participation
believed leaders will decide how much workers are involved in making decisions and carrying them out
diff cultures may need diff types of leadership and diff times
> many aspects r based on the situation not individual leader characteristics
scouller’s levels of leadership 2011
4 dimensions
1) motivating purpose: setting a purpose to inspire
2) task progress results: paying attention to pace and quality of progress to the goal
3) upholding group unity and sprit
4) attending to individual effectiveness
learned not inherited
continually improve self technically and psychologically
aimed to help leaders understand their role better and help them understand how to better themselves
INTERGRATED MODEL
includes elements of other theories like trait behavioural situational and functional theories
3 Ps levels of leadership
public
private
personal
public leadership
outer level
first second and third dimensions
motivation progress nd unity
leaders actions in a grp setting
ensuring influencing whole org
34 behaviours need to be addressed during public leadership
5 categories:
1) setting vision
2) ensuring unity of purpose
3) achieving the group task
4) building trust and togetherness
5) creating peer pressure to ensure high performance standards
aim to set group aims to get the job done
private leadership
outer level
dimensions 2 and 4
task progress and attending to individual effectuveness
one on one handling of the gro
team spirit essential
all grp members have diff self confidence resillience experience motivation
all need individual attention
14 diff behaviours in 2 categories
1) individual task behaviours - appraisal disciplining goal setting reveiwing etc
2) individual building and maintenance - relationship building and assessment of people
personal leadership
inner level
all four dimensions
basics of leaders effectiveness
leadership presence technical ability skills attitudes and self mastery
most influenctial of the levels
driving leaders emotional intelligence and judgement etc
technical: updating skills like time management and practising skills that support public and priv behaviours
attitude towards others: beliving people are as important as self
determines their trust of u
self mastery: working on self awareness
let go of beliefs that limit you
connect w your values and act authentically in the service of those you lead
scouller’s weakness
western POV
self mastery APPRIASAL goal setting are western traditional shit
may not apply to all cultures and work
CULTURALLY BIASED
scouller reductionism vs holism
holistic compared to other theories
elemts of other theories like leaders qualities trait
and effect of situation on behaviour
STRENGTH bc more complete theory than others that concentrate on a specific area and are more reductionist
