3 - DIRECTING AND SUPERVISING Flashcards
- Also known as “coordinating”, “activating”, and “leading”
- Refers to the “doing” phase of management
- Setting the plans into action through:
1. Motivation
2. Communication
3. Conflict management
4. Collaboration
5. Negotiation
Directing
- A critical adjunct to directing and entails responsibility for assuring that policies and procedures are followed
- Requires an understanding and agreement with the established goals and an active role in their formulation and achievement
Supervising
Defined as theories that isolate behaviors that differentiate effective leaders from ineffective leaders
Behavioral Theories of Leadership
University of Iowa (Leadership Styles)
- Democratic Style
- Autocratic Style
- Laissez-faire Style
University of Iowa (Leadership Styles)
Involving subordinates, delegating authority, and encouraging participation
Democratic Style
University of Iowa (Leadership Styles)
Dictating work methods, centralizing decision-making, and limiting participation
Autocratic Style
University of Iowa (Leadership Styles)
Giving group freedom to make decisions and complete work
Laissez-faire Style
Ohio State (Leadership Theories)
- Consideration
- Initiating Structure
Ohio State (Leadership Theories)
- Being considerate of the followers’ ideas and feelings
- Managers show effort to explain their action
- Treats workers as equal
- Listens to subordinates’ concern
- Looks out for their personal welfare
- Gives advance notice of changes
- Generally friendly and approachable
Consideration
Ohio State (Leadership Theories)
- Structuring work and work relationships to get the job done
- Pays attention to assigning particular tasks
- Emphasizes on specifying and clarifying what is expected of subordinates and the uniformity of the procedures to be followed
- Personally deciding what and how work will be done
Initiating Structure
University of Michigan (Leadership Theories)
- Employee-Oriented
- Production-Oriented
University of Michigan (Leadership Theories)
- Emphasizes interpersonal relationships and taking care of employees’ needs
- Managers have strong ties with employees rather than in production work
Employee-Oriented
University of Michigan (Leadership Theories)
- Emphasizes the technical or task aspects of the job
- Emphasizes the high productivity at the expense of all other factors
Production-Oriented
- Used to identify and appraise leadership styles using 2 criteria:
1. Concern for people
2. Concern for production
Managerial Grid
Managerial Grid
1, 9
Country Club Style
Managerial Grid
9, 9
Team Style
Managerial Grid
9, 1
Produce or Perish Style
Managerial Grid
1, 1
Impoverished Style
Managerial Grid
5, 5
Middle-of-the-road Style
Leadership Styles
- Autocratic
- Bureaucratic
- Participative
- Consultative
- Laissez-faire
- Paternalistic
Leadership Styles
- Also known as “authoritarian”, “boss-centered”, or “dictatorial”
- Focuses on close supervision
- Gives no room for employee initiative and participation in the decision-making process
- High degree of centralization and narrow span of control or management
- Managers believe that their employees would not efficiently perform the job without their detailed instruction
Autocratic Leadership
Leadership Styles
Two types of autocratic leadership
- Exploitative
- Benevolent
Leadership Styles: Autocratic Leadership
- Followers are exploited for the benefit of the leader
- Managers view workers only as tools and means of production and feel no further obligation to them
Exploitative
Leadership Styles: Autocratic Leadership
- “Father-knows-best” approach
- Leaders treat followers kindly while sincerely believing he or she must make all the decisions
Benevolent
Leadership Styles
- Leaders tell the employees what to do and how to do the job
- Places emphasis on following the organization’s rules and regulations
- “By the book” approach – rules are strictly enforced with no exceptions
Bureaucratic Leadership
Leadership Styles
- Contribution of the group to the organizational effort is emphasized, opposite of autocratic
- Involves the employees in the decision-making process
- Makes employees experience a sense of ownership
- Despite these, the manager remains responsible for the final decisions
Participative Leadership
Leadership Styles
- Pseudo-participative method of leadership
- Leaders routinely solicit employee input but ignore them at the end
- Gives employees a “false” feeling of participation
Consultative Leadership
Leadership Styles
- “Free rein”, “hands-off”
- Employees are self-motivated and generally self-directed
- Employees receive little to no supervision
- Managers do not lead but allow the employees to lead themselves
Laissez-faire Leadership
Leadership Styles
- Similar to benevolent autocracy
- Managers believe that employees do not know what is good for them or how to make decisions for themselves
- Managers become “benign dictators”
Paternalistic Leadership
Theories with an if-then context
Contingency Theories
- Certain leadership styles match certain work situations
- If this is the situation, this type of leadership is needed for effective performance
The Fiedler Model
- Leadership styles depend on the readiness of the workers
- If the workers are unwilling to work, this leadership style should be used
Hershey and Blanchard’s Situational Leadership Theory
- Leaders should clear the “path” for the workers to achieve their “goal”
- Aligns leadership behavior with the work environment and workers’ personal characteristics
- More flexible than the Fiedler Model
- If this is the work environment and the workers act this way, this leadership behavior will best help them achieve their goal
Path-Goal Model
Latest views of leadership
Contemporary Views of Leadership
what are the Contemporary Views of Leadership?
- Leader-Member Exchange (LMX) Theory
- Transformational-Transactional Leadership
- Charismatic-Visionary Leadership
- Authentic Leadership
- Ethical Leadership
- Team Leadership
Contemporary Views of Leadership
Leaders have their own in-group and out-group
Leader-Member Exchange (LMX) Theory
Contemporary Views of Leadership
leading by inspiring followers
Transformational
Contemporary Views of Leadership
leading by exchanging performance with rewards
Transactional
Contemporary Views of Leadership
- Clear and consistent set of values through a
leader’s actions and words – regardless of
the situation - Beneficial during times of change and
transformation when trust, collaboration and
engagement are actively important
characteristics
Authentic Leadership
Contemporary Views of Leadership
- Is when a leader inspires others to pursue a long-term vision
- Builds on participation, communication, and goal setting
Visionary Leadership
Contemporary Views of Leadership
- Is when a leader uses charismatic qualities to inspire others
- Can be very inspirational and
motivational, leading to unity and engagement
Charismatic Leadership
