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COMMUNICATION IN ORGANIZATION LEADER COMMUNICATION IN ORGANIZATIONS LECTURE 8a What Do We Know About Good Leadership? One Best Way Good leaders have certain characteristics in common Contingency Theories Good leadership depends on the situation APPROPRIATE LEADER STYLE? LEADER STUDIES: 1940-50’S OHIO STATE U. OF MICHIGAN BEGAN WITH 1000 DIMENSIONS - FOUND TWO THAT MATTERED EFFECTIVE LEADERS INITIATE STRUCTURE (PRODUCTION ORIENTED) CONSIDERATION (EMPLOYEE ORIENTED) ASSIGNS WORK, SETS STANDARDS) MUTUAL TRUST, RESPECTS EMPLOYEES MANY STUDIES: “HIGH-HIGH” IS ‘ONE BEST WAY’ CONTINUUM OF LEADERSHIP BEHAVIOUR DEMOCRATIC LEADERSHIP AUTHORITARIAN LEADERSHIP Use of authority by leader Leader makes decision and announces FISHER Area of freedom for members Leader presents tentative Leaders gives group free reign with limits Blake & Mouton: The Managerial Grid Same Dimensions, More Styles LEADER BEHAVIOR-STYLE IGNORES SITUATION NEITHER DEMOCRATIC NOR AUTHORITARIAN BEHAVIOR IS EFFECTIVE IN EVERY SITUATION LEADER’S NEED TO BE FLEXIBLE AND KNOW WHEN TO DO WHAT SITUATIONAL CONTINGENCIES (CHANGES OF CONTEXT) FISHER SITUATION DOES MAKE A DIFFERENCE: EXAMPLE Study of high performance US Army Commando Team During planning the group functioned democratically - an adhocracy. During execution of mission it was a tightly controlled bureaucracy; each individual had a specific task, changes in plan were only made by commanding officer - autocratic leader Post execution back to adhocracy to share info on the mission and learn for future - democratic leadership PATH-GOAL LEADERSHIP: RESPONDING TO SITUATIONS LEADERS CLARIFY PATH TO GOAL REDUCE OBSTACLES TO GOAL INCREASE OPPORTUNITIES FOR PERSONAL SATISFACTION ALONG THE WAY GIVE REWARDS LINKED TO INDIVIDUAL PERFORMANCE AND WANTS FISHER PATH-GOAL LEADERSHIP: RESPONDING TO SITUATIONS CONTINGENCY LEADERSHIP LEADER SUCCESS DEPENDS IN PART ON FOLLOWERS SO LEADERS CAN BE: DIRECTIVE SUPPORTIVE PARTICIPATIVE RESULTING MOTIVATION DEPENDS ON EMPLOYEES ABILITIES TASK STRUCTURE DEGREE OF COOPERATION IN WORK GROUP EMPLOYEES’ LOCUS OF CONTROL COMMUNICATION IN ORGANIZATION LEADER COMMUNICATION IN ORGANIZATIONS LECTURE 8b TRANSFORMATIONAL LEADERS PROMPTS FOLLOWERS TO EXPAND THEIR NEEDS AND WANTS TO SEE VALUE IN THEIR WORK WORK TRANSCENDS SELF-INTEREST DEVELOP COMMITMENT RAISE CONSCIOUSNESS THIS IS ACTIVE, PARTICIPATIVE, THEORY Y LEADERSHIP FAR LESS DEPENDENT ON EXTERNAL REWARDS AND MOTIVATION THE FOUR ‘I’s” OF TRANSFORMATIONAL LEADERSHIP Individualized consideration Intellectual stimulation Gives reasons/ways for people to change the way they think about work problems and their own personal attitudes; encourages employee to help leaders re-think “old” problems Inspirational motivation Leader as mentor; assumes each employee has different needs; removes “road blocks” inhibiting followers performance. Strengthened when a vision/mission shared by co-workers. Leader stays optimistic in times of crisis; searches for creative methods to reduce employees’ duties and workloads. Idealized influence Based on respecting others; building confidence and trust in overall mission; followers likely to imitate leaders when they see them achieving desired results. TRANSFORMATIONAL LEADERSHIP ‘ONE BEST WAY’ IS BACK Check out the Saturn Example in reading and as a linked video on lecture schedule from last week. Saturn built to have self-managed teams at every level With co-management by the union