is the most visible of all management functions
Directing
- exercising responsible authority, while providing motivation and vision
- influencing and encouraging staff to good performance
Leadership
Managers view workers only as
tools and means of production and feel no further obligation to them
Exploitative &
authoritative
Paternalistic approach. Managers feel they know what is best for their employees and need only inforand direct their
actions, without seeking any feedback
Benevolent &
authoritative
The manager feels
the opinions and
advice of the staff
are useful, but all
decisions remain
exclusive purview of
the manager
Consultative
Input and responsibility for decision making and performance are placed directly on the staff, or as close to the production process as possible, with only general guidance and oversight from management
Participative
PERSONAL TRAITS OF LEADERS
Intellectual, Physical, Social, Psychological
who devised the initiating structure
Robert R. Blake and Jane S. Mouton
who proposed the Theory X, Theory Y, model
Proposed by Douglas McGregor in 1960
Believes that people:
* Are inherently lazy & dislike
work
* Must be coerced into performing their duties
* Have no ambition & little interest
in improving their efficiency
Theory X managers
Believes that:
* Work is a natural part of life
* People have a high degree of ingenuity and creativity
* Worker potential is only partially tapped by the company
* Workers are self-learners & seek
responsibility for their performance
* Workers exercise self-control & self
discipline if they are committed to a goal.
Theory Y managers
- Autocratic
- Dictatorial
- Allow little input from their
staff
Theory X managers
- Participates in their
leadership style - Actively seek advice & counsel from their coworkers
- Allow employees to share in the decision making processes
Theory Y managers
who developed contingency models
Fred E. Fielder
people who emphasize good
interpersonal relationships as an important means of
accomplishing work-related goals
Relationship-oriented
supervisors who focus on completing a job first & taking care of people as secondary to
accomplishing their primary mission
Task-oriented
– The level of confidence & trust between the leader & members of the staff
– This is the most important factor
Leader-member relations
– The amount of formal structure imposed on the
work assignments
– In the medical laboratory, employees may be as knowledgeable as the supervisor, provide the leader with considerably less control
Task structure
– The degree of influence that the manager exerts on the reward & punishment system of the
institution
Position power
- Total use of authority by supervisors.
- The managers makes all decisions but attempts to sell & persuade the staff of the validity of his/her view point.
- The boss makes all decisions but invites input, suggestion & questions from the staff.
Boss-centered leadership
- manager makes the decisions but seek support & approval from the subordinates.
Equilibrium-shared boss-subordinate leadership
- Supervisor gathers data & defines the problems, then seek suggestions & recommendations for solutions before making a decision.
Continuum of Leadership - manager provides information, supervision, and guidance but requests that the staff make the decisions.
- Managers focuses on setting general policies & procedures for the department but allows total freedom & responsibility to the employees to function & make decisions with these broadly defined
boundaries
Subordinate-centered leadership
*Similar to continuum theory, proposes that
managers are capable of adjusting their leadership style to meet the particular circumstances of a given situation
* Provides normative guidelines & recommendations for the way a leader should make decisions in a specific set of workplace
Normative Theory
Managers makes decision based on the current information available
A-I
