Leadership- Theorists Flashcards
McGregor’ theory X and Y is about:
How a manager perceives staff
McGregors theory X
Staff are perceived as lazy and need to be told what to do
Very autocratic leadership
Staff motivated by money
Self filling prophecy, as leader X manager telling staff what to do might decrease their motivation more, which would support what the manager initially thought (they are lazy)
McGregors theory Y
Managers think staff enjoy their work in correct conditions, and are willing to accept challenges and responsibilities
Not motivated by money, but by responsibility
More democratic leadership
Managers delegating power to employees will make them more motivated and enjoy their work and will be a theory Y employee
According to Blake and Moutons leadership grid, a “country club” manager:
has high people needs and low task needs
concerned about well being of staff rather than completing tasks.
high morale.
if deadlines are missed there may be repercussions.
According to Blake and Moutons leadership grid, a “team leader” manager:
high task and people needs
strong and equal regard for employees and tasks.
employees treated as genuine stakeholders.
high motivation and high productivity
According to Blake and Moutons leadership grid, a “impoverished” manager:
low people and task needs lack of concern for task and people unable to devise procedures tp ensure that work is being done. ineffective morale and productivity low
According to Blake and Moutons leadership grid, a “middle of the road” manager:
compromises between task and people needs
neither truly met, and less output is achieved
this leader is indecisive and timid
According to Blake and Moutons leadership grid, a “authoritarian” manager:
low people needs and high task needs
concerned with tasks rather than employees
employees needs are second place to completing a task
motivation is a secondary consideration
employees may resent the leader
the 5 traits of Carlyle and Galton’s trait theory:
motivational integrity self confidence creativity intelligence
Tannenbaum and Schmidt contingency approach: “tell”
leaders inform employees of their decision and employees are expected to comply. no involvement of employee
Tannenbaum and Schmidt contingency approach: “sell”
some consideration of employees, there’s a degree of persuasion. opportunity for feedback
Tannenbaum and Schmidt contingency approach: “consult”
leaders present their idea, and invites discussion, a more collaborative approach leader listens to ideas
Tannenbaum and Schmidt contingency approach: “participate”
focus on employees. leader asks employees to make decisions, with limits/ boundaries
Adair’s three circles include:
task
individual
team
they overlap because they are interdependent i.e. the team can only complete the task if all the individuals are developed.
