Leadership Flashcards
(24 cards)
leadership styles - LEWIN
Autocratic
Democratic
Laissez -faire
Paternalistic
Autocratic
- sets work and expects it to be done exactly as said - no flexibility
- no decision making for employees
- strict
- doesn’t encourage employees to contribute
- close supervision
- employees are only motivated by money
- communication is top down
= stern and abrupt
= im the boss style
= found in highly centralised businesses
= decisions taking place at the top
= strict company procedures are enforced for each operation
Democratic
- 2 way communication
- employees are encouraged to use their initiative
- employee motivation isn’t just down to money
- encourages employee input for decision making
= friendly
= my door’s always open approach
= found in decentralised businesses
= those at the top encourage creativity at all levels
= process will take a longer time and that time isn’t always available
Laissez-faire
- provides little direction for employees - do it on their own
- let them get on with it’ approach
- employees set their own tasks and objectives
= appear distant with the ‘just get on with it’ approach or ‘im sure you can handle on your own’
= not helpful
= adopted as a manager doesnt want to be seen as constantly checking up on subordinates (lack of trust in them? its demotivating)
= works if employees enjoy responsibility and are self motivated
Paternalistic (NOT LEWIN)
- wanting the workforce to feel involved in the decision making
- consulting employees
- persuading employees to accept their own view not follow other’s views
= polite manner
= persuade employees to think negatively about their own views
the management styles wont always be the same
- change depending on circumstance
- not particularly in just one mode
need to adopt different types for different things i.e. deadlines coming up so autocratic is needed
Leadership styles
Mcgregor's Theory X and Y Blake and Moulton leadership grid Carlyle and Galton Tannenbaum and Schmidt Adair
Mcgregor’s X and Y
- theory of how managers view employees
- the view adopted will affect HOW the manager believes employees SHOULD BE trained and motivated
Theory X
views employees as
- lazy
- no initiative
- largely money motivated
- unable to work unsupervised
- dislikes work and responsibility
= likely for managers to adopt a autocratic style
= little scope for employee input
= will take into account job satisfaction as employees driving force is money
= piecework as production will be a key method of payment
TAYLOR
Theory Y
regards employees as
- enjoying their work if the right conditions are created
- willing to accept responsibility
- creative
- willing to communicate
- able to self-discipline
- not just motivated by money
= managers see these workers as valuable assets
= democratic style - employees set their own goals and self-control
= motivation is found in variety of work and self-development
= employees encouraged to develop their skills with training
MASLOW AND HERZBERG
X and Y being applied in the workplace
Y thought to be most effective by Mcgregor = less pessimistic
situations i.e. low skilled work with little chance of
leaders
still require managerial skills (maximise people’s talents + use time efficiently)
employees react and trust them
leaders are passionate about what they want to achieve and how they want to achieve it
leaders more couragous than a manager - take greater risks
will set an example and stimulate others to work towards their goals
task and people needs need to be considered
job needs to be done but also needs people doing their job effectively
task-orientated manager
a manager whos biggest desire is to get the job done
people-orientated manager
a manager whos keen to make employees content and keep their spirits high
Blake and Moulton’s leadership grid
country club management authoritarian leadership impoverished leadership team leadership middle of the road
that there is no single best way to manage an organisation or to lead people - different circumstances need a different approach
country club management
focus on people;s concerns and feelings
low concern for competing the task
strive to create a safe and comfortable working environment for their staff
- do this by being agreeable, comforting and eager to help
conflict is minimised - friendly environment improving overall productivity
relaxed working style but can suffer productivity issues diue to a lack of control and direction
authoritarian leadership
most concern is for the task to be completed
low concern for people
resembles an autocratic style
used by managers whose priority is to get tasks completed
employees used to complete taks and are paid accordingly - their needs as workers are unheard of and irrrelevant
strict work rules with clear policies to be followed
sanctions used to puncish and motivate employees
used to manage crises when they face trying to survive the best they can
impoverished leadership
they adopt a laissez-faire style
low concern for both people
low concern for the task
these managers put enough effort in to be able to keep their jobs and more minimal effort to keeping the task up
used to avoid being held responsible for mistakes = workplace is disorganised and disatisfied
team management
high degree of concern for people
high degree of concern for the task
similar to theory Y - decision making for employees, teamwork importance and making workers feel valued
employees feel commited to the firms success then their personal and firm production needa are also on a high aswell
= far more likely to get taks completed effectively + productively
middle of the road management
aim to balance goals of the organisation with the needs of its workers
=by maintaing the status quo and avioding problems
make compromises to achieve acceptable outcomes
Carlyle and Galton
‘trait theory’
concentrates on the traits of successful leaders or leader characteristics
attributes that are had not learnt - are leaders born or made?
key characteritics foudn were:
motivational (ability to motivate others)
self confidence (being assured)
integrity (being ethical)
creative (new ideas)
intelligent (reasoning and solving problems)
Tannenbaum and Schmidt’s Continum Theory
looks at 7 levels of delegation from 1 (no delegation) to 7 (highly delegated)
1 - managers take and announce decisions
2 - manager sells the decision
3 - manager presents decision and wants questions
4 - manager suggests provisional decision and opens up decisions
5 - manager present situation, gets feedback and then decides
6 - manager explains, asks team to decide
7-manager allows team to develop options and decide on the action based within the manager llimits
Adair - action centered leadership
highlights 3 elements for all leadership situations:
- task needs = setting objectives, setting performance standards, planning tasks
- group needs = communication, team building, motivation, discipline
- individual needs = coaching, consuelling, motivating, developing
^^^^^^ achievement of the task
^^^^^^ team or group involved in the task
^^^^^^ individual member sof the team or group invovled in the task
= try to balance all 3 elements - failure to consider all 3 leads to failure
