2. Managerial styles:Blake and Mouton’s Leadership Grid.

3. Blake & Mouton’s Leadership Grid
High
Autocratic
leader
“High-High”
Democratic
leader
Concern
for
Task
Laissez-faire
leader
Paternalistic / Cheerleader
Low
Low
High
Concern for People

4. Contingency Theory

5. Contingency Theory Fielder’s Contingency Model
Suggests the most effective style of leadership depends on the situation.
“Best Fit”
Leadership style is part of one’s personality
“enduring and difficult to change”
The goal is to successfully match one’s style with situational demands
Relationship motivated vs. Task Motivated

6. Style of Leadership depends on THREE factors:
Leader – Member relationships
Are leader and member relations good or poor? Does the group support the leader?
Task Structure
How structured is the task? Are procedures and guidelines for the task clearly spelled out?
Position Power
Is the leader’s positional power strong or weak?  To what degree can the leader reward or punish the group members?

7. Examples: Take the situation which results
of rescue and recovery efforts
after a natural disaster.
Leader-member relations
usually poor,
Task structure
unstructured,
Positional power
weak. The leader who is directing the group's efforts may not know any of his/her subordinates personally.
Relationship-oriented leader
he/she may waste valuable time.
Task-oriented leader
who gets things accomplished is likely to be the most successful in this situation.

8. Examples: Take the situation at a successful fast-food restaurant.
Leader-member relations
usually good,
Task structure
Very structured,
Positional power
strong. The leader knows his/her subordinates personally.
Relationship-oriented leader
works well is this situation.
Task-oriented leader
Little focus on relationships

9. Hersey-Blanchard Situational Leadership
Leaders adjust their styles depending on the readiness (maturity) of their followers to perform in a given situation.
Readiness – how willing, able or confident followers are to perform a task
Leadership styles come from different combinations of task oriented and relationship oriented behaviours

11. Vroom-Jago Leader Participation theory
Helps leaders choose the method of decision making that best fits the nature of the problem situation.
Basic decision-making choices:
Authority decision.
Consultative decision.
Group decision.

12. Decision-making options
Decide alone.
No Consultation
Consult individually.
Then leader makes decision
Consult with group.
Facilitate.
Facilitate group discussion to make a decision
Delegate.
Group members have authority to define problem and make a decision

13. Decision Quality Decision Time
Decision Acceptance
Decision Time

14. Benefits of participative decision methods:
Help improve decision quality.
Help improve decision acceptance.
Helps develop leadership potential.
Potential disadvantages of participative decision methods:
Lost efficiency.
Not particularly useful when problems must be solved immediately.

15. Transactional Leadership
States that employees are motivated by tasks, rewards and punishment.
If employees do their jobs well then they can expect to be rewarded.
If employees do something poorly, they can expect to be punished.
Can be quite effective for short term goals with certain employees.
Major disadvantage - it does not take into account that most people want more from their jobs than just a pay cheque.

16. Transformational Leadership
Superleaders.
Persons whose vision and strength of personality have an extraordinary impact on others.
Charismatic leaders.
Develop special leader-follower relationships and inspire others in extraordinary ways.

17. Transformational Leadership
Someone who is truly inspirational as a leader and who arouses others to seek extraordinary performance accomplishments.
The theory of Transformational Leadership states that people will follow a leader who has the ability to inspire and motivate them. A transformational leader helps people to see deeper purposes behind their work, thus making them achieve high levels of motivation.

20. Characteristics of transformational leaders:
Vision.
Charisma.
Symbolism.
Empowerment.
Intellectual stimulation.
Integrity.