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    Lesson 5 Leadership Model

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    kookie bunny
    This document discusses several leadership models: - Fiedler's Contingency Model suggests the most effective leadership style depends on analyzing the situation and matching the appropriate style. Managers should reflectively modify situations or subordinates' styles. - Hersey and Blanchard's Situational Leadership Model proposes leadership style depends on followers' development levels. It outlines four styles for different maturity levels. - The Path-Goal Model states the leader's role is to help followers reach goals by structuring work and providing support/rewards. It identifies four leadership styles. - Vroom's Decision-Making Model aids in selecting leadership styles based on problem-solving situations. - Coaching means preparing and guiding followers without directly participating

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    Lesson 5 Leadership Model

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    kookie bunny
    47 views15 pages
    This document discusses several leadership models: - Fiedler's Contingency Model suggests the most effective leadership style depends on analyzing the situation and matching the appropriate style. Managers should reflectively modify situations or subordinates' styles. - Hersey and Blanchard's Situational Leadership Model proposes leadership style depends on followers' development levels. It outlines four styles for different maturity levels. - The Path-Goal Model states the leader's role is to help followers reach goals by structuring work and providing support/rewards. It identifies four leadership styles. - Vroom's Decision-Making Model aids in selecting leadership styles based on problem-solving situations. - Coaching means preparing and guiding followers without directly participating

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    This document discusses several leadership models: - Fiedler's Contingency Model suggests the most effective leadership style depends on analyzing the situation and matching the appropriate style. Managers should reflectively modify situations or subordinates' styles. - Hersey and Blanchard's Situational Leadership Model proposes leadership style depends on followers' development levels. It outlines four styles for different maturity levels. - The Path-Goal Model states the leader's role is to help followers reach goals by structuring work and providing support/rewards. It identifies four leadership styles. - Vroom's Decision-Making Model aids in selecting leadership styles based on problem-solving situations. - Coaching means preparing and guiding followers without directly participating

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    47 views15 pages

    Lesson 5 Leadership Model

    Uploaded by

    kookie bunny
    This document discusses several leadership models: - Fiedler's Contingency Model suggests the most effective leadership style depends on analyzing the situation and matching the appropriate style. Managers should reflectively modify situations or subordinates' styles. - Hersey and Blanchard's Situational Leadership Model proposes leadership style depends on followers' development levels. It outlines four styles for different maturity levels. - The Path-Goal Model states the leader's role is to help followers reach goals by structuring work and providing support/rewards. It identifies four leadership styles. - Vroom's Decision-Making Model aids in selecting leadership styles based on problem-solving situations. - Coaching means preparing and guiding followers without directly participating

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    of 15

    LESSON 5:

    LEADERSHIP MODEL
    DIFFERENT LEADERSHIP MODEL
    FIEDLER’S CONTINGENCY
    MODEL
    ¤ A contingency model of leadership, it was
    developed by Fred Fiedler and his associates.

    ¤ Build upon the previous distinction between


    task and employee orientation and suggests
    that the most appropriate leadership style
    depends on an analysis of nature of the
    situation facing the leader.
    FIEDLER’S CONTINGENCY
    MODEL
    MANAGER are encourage to:
    ¤ Use their analytical skill to examine their
    situation the people, task and organization.
    ¤ Draw upon their research based knowledge
    to see the casual relationship between
    situation and style effectiveness.
    ¤ Be flexible in the contingent use of various
    skills within an overall style.
    FIEDLER’S CONTINGENCY
    MODEL
    MANAGER are encourage to:
    ¤ Reflectively modify elements of their
    situations to obtain a better match with their
    preferred style.
    ¤ Examine a subordinates preferred style
    before placing him/her in a supervisory role.
    HERSEY AND BLANCHARD’S
    SITUATIONAL LEADERSHIP MODEL
    ¤ Also called as life-cycle model developed by Paul
    Hersey and Kenneth Blanchard.
    ¤ They suggest that the most important factor in affecting
    the selection of a leaders style is the development
    (maturity) level of a subordinate.
    DEVELOPMENT LEVEL
    > is the tasks-specific combination of an employee’s task
    competence and motivation to perform (commitment)
    LEADERSHIP MODEL
    ● Delegating style: A low-task, low-relationship style
    wherein the leader allows the group to take
    responsibility for task decisions. This is best used
    with high maturity followers.
    ● Participating style: A low-task, high-relationship style
    that emphasizes shared ideas and decisions.
    Managers can use this style with moderate followers
    who are experienced but may lack the confidence to
    do the tasks assigned.
    LEADERSHIP MODEL
    ● Selling style: A high-task, high-relationship style in
    which the leader attempts to sell their ideas to the
    group by explaining task directions in a persuasive
    manner. This, too, is used with moderate followers.
    Unlike the previous style, these followers have the
    ability but are unwilling to do the job.
    ● Telling style: A high-task, low-relationship style
    wherein the leader gives explicit directions and
    supervises work closely. This style is geared toward
    low maturity followers.
    THE PATH-GOAL MODEL OF
    LEADERSHIP
    ¤ It was presented by Matin G. Evans and was
    developed by Robert House and its associates.
    ¤ It states that the leader’s job is to use structure,
    support, and rewards to create a work
    environment that helps employees reach the
    organizations goal.
    THE PATH-GOAL MODEL OF
    LEADERSHIP
    The Two Major Roles Involved are:

    ¤ To create a goal orientation.


    ¤ To improve the path toward the goals so
    they will be attained.
    THE PATH-GOAL MODEL OF
    LEADERSHIP
    Learning Style According To Path-Goal
    Theory:
    ¤ Directive Leadership
    > leaders focuses on task assignment.
    ¤ Supportive Leadership
    > demonstrates concern on employees.
    THE PATH-GOAL MODEL OF
    LEADERSHIP
    Learning Style According To Path-Goal Theory:
    ¤ Achievement-Oriented Leadership
    > sets high expectations for employees.
    ¤ Participate Leadership
    > invites employees to provide input to
    decision, and seriously seeks to use their
    suggestions as final decision are made.
    VROOM’S DECISION-MAKING
    MODEL
    ¤ Very useful model development by V.H.
    Vroom and others.
    ¤ Used for selecting among various degrees
    of leadership style (autoractic to participate).
    ¤ They recognized that problem-solving
    situation difference.
    COACHING
    ¤ It means that a leader prepare, guide, and
    direct a “player” but does not play the game.
    ¤ These leaders recognize they are on the
    sidelines not on the playing field.
    ¤ Their role is to select the right players, to teach
    and develop subordinates, to be available for
    problem-oriented consultation, to review
    resources needs, to ask question, and to listen
    inputs from employee.

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