Leadership

Question 1

leadership styles - LEWIN

Answer 1

Autocratic
Democratic
Laissez -faire
Paternalistic

Question 2

Autocratic

Answer 2

• 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

Question 3

Democratic

Answer 3

• 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

Question 4

Laissez-faire

Answer 4

• 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

Question 5

Paternalistic (NOT LEWIN)

Answer 5

• 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

Question 6

the management styles wont always be the same

Answer 6

• 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

Question 7

Leadership styles

Answer 7

Mcgregor's Theory X and Y 
Blake and Moulton leadership grid
Carlyle and Galton
Tannenbaum and Schmidt
Adair

Question 8

Mcgregor’s X and Y

Answer 8

• theory of how managers view employees

- the view adopted will affect HOW the manager believes employees SHOULD BE trained and motivated

Question 9

Theory X

Answer 9

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

Question 10

Theory Y

Answer 10

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

Question 11

X and Y being applied in the workplace

Answer 11

Y thought to be most effective by Mcgregor = less pessimistic

situations i.e. low skilled work with little chance of

Question 12

leaders

Answer 12

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

Question 13

task and people needs need to be considered

Answer 13

job needs to be done but also needs people doing their job effectively

Question 14

task-orientated manager

Answer 14

a manager whos biggest desire is to get the job done

Question 15

people-orientated manager

Answer 15

a manager whos keen to make employees content and keep their spirits high

Question 16

Blake and Moulton’s leadership grid

Answer 16

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

Question 17

country club management

Answer 17

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

Question 18

authoritarian leadership

Answer 18

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

Question 19

impoverished leadership

Answer 19

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

Question 20

team management

Answer 20

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

Question 21

middle of the road management

Answer 21

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

Question 22

Carlyle and Galton

Answer 22

‘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)

Question 23

Tannenbaum and Schmidt’s Continum Theory

Answer 23

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

Question 24

Adair - action centered leadership

Answer 24

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