Class 11: Tattenbaum and Schmidt: How to choose a leadership patter Flashcards
what is the modern dilemma in which managers find themselves
different contradictions and descriptions of “good leadership”
the modern manager often finds himself in an uncomfortable state of mind
what is the new problem for managers
how to be democratic with employees while still maintaining the respective authority in his team or organization
not a world of “leaders” and “followers” anymore
when should a decision be made by a leader?
when should employees be consulted?
what is the new focus
employee involvement in decision making is crucial to keeping the motivated
evidence challenges efficiency of highly directive leadership
more attention to motivation and HR problems
what are the types of management decisions (from most authoritarian to permissive)
- manager makes a decisions and announces it
- manager sells decision
- manager presents ideas and invites questions
- manager presents tentative decision subject to change
- manager presents problem, gets suggestions, makes decision
- manager defines limits, asks group to make decisions
- manager permits subordinates to function within limits defined by superiors
- manager makes a decisions and announces it
manager makes ultimate choice
may or may not consider employee’s opinions
these have no control over decision
- manager sells decision
he wants to convince employees about his decision making
he anticipates some resistance
- manager presents ideas and invites questions
wants acceptance and gives opportunity to explain fully his thinking and intentions
employees can better understand by asking questions
- manager presents tentative decision subject to change
subordinates have some influence on decisions
boss still identifies and diagnoses problem
asks for what employees think about it but still makes final decision
- manager presents problem, gets suggestions, makes decision
subordinates now get first chance to give suggestions
manager identifies problem
capitalize from knowledge from those who are on firing line
- manager defines limits, asks group to make decisions
group has the right to make a decision
manager still defines problem and boundaries
- manager permits subordinates to function within limits defined by superiors
extreme degree of group freedom
team and managers identify problems, diagnoses and solutions
boss commits himself to whatever decisions the group makes
what are 4 things managers have to accept or live with regarding decision making
- they must accept the risk and the blame, whatever decision they made
- manager must identify his role before making the decision
- manager must be honest and clear in describing what authority he’s keeping
- number of decisions does not determine the liberty of subordinates but the actual importance of the decisions do
what factors or forces should the manager consider in deciding how to manage
forces in the manager
forces in the subordinates
forces in the situation
forces in the manager
behavior will be influenced by many forces operating in his own personality
- Value system
- his confidence in his subordinates
- his own leadership inclinations
- his feelings of security in an uncertain situation
Forces in manager: Value system (1)
how strongly does the manager feel that individuals should have a share in the decisions which affect them?
will decide wether how authoritarian or libertarian he is as manager
Forces in manager: his confidence in his subordinates (2)
he will choose how employees will influence the decision making on how much he trusts them
will see if he trusts himself more than he trusts them
Forces in manager: his own leadership inclinations (3)
the comfortability of how he performs
depends on the degree of authority or freedom he gives to his employees
Forces in manager: his feelings of security in an uncertain situation (4)
if release control of situation reduces the predictability of an outcome
some need more predictability to be comfy
Forces in the subordinate
before managing group, manager wants to consider forces affecting subordinate behavior
forces in the subordinate: what will allow them to have more freedom
forces they have to respect
· the subordinates need more independence
· they are ready to assume most responsibility
· high tolerance for ambiguity
· interested in the problem
· understand and identify with goals of organization
· have gyu and necessary knowledge and experience
· they expect to share in the decision making
forces in the situation
characteristics of situation will affect manager’s behaviorç
trait leadership theories
are there born leaders?
what are important traits?
Behaviour leadership theories
Do successful leaders behave in certain ways?
Can these behaviours be learned?
Contingency/Situational leadership theories
What does successful leadership depend on?
Is there a universal type of leadership?
nah boy
What types of leadership are practical and desirable?
It depends on the manager, the subordinate and the situation
what did the authors include in their new concept map
your mum
the organization and social environment
how do the different contradictions and descriptions of “good leadership” cause managers to act
exerce full leadership authority because of experience he has
or
to permissive leadership because of knew knowledge
what are the behviors in the value system defined by? or depend on?
how much importance he gives to organizational efficiency
personal growth of subordinates
company profits
why must the manager be clear about what authority hell be keeping
to not create any confusion
what determines the liberty of the subordinates:
the amount of decisions they can take or the importance of them?
the importance of these decisions
if the necessary forces In the subordinates aren’t accepted, will the manager give them more freedom?
nah
types of forces in the situation
Type of organization
Group effectiveness
Nature of the problem
Time pressures
Long-run strategy
Objectives to be attained
