...amount of guidance and direction (task behavior) a leader gives 2. The amount of socio-emotional support (relationship behavior) a leader provides 3. The readiness level that followers exhibit in performing a specific task, function, or objective (Paul Hersey, 2001, p. 172). Follower readiness can be defined as the combined level of ability and willingness of a follower to accomplish a certain task (Paul Hersey, 2001, p. 175). Readiness is not dependent on personal characteristics such as age, values or traits. It is rather related to specific tasks or situations that the leader is looking to accomplish. People can be more or less ready to perform a specific task. Therefore, the leader has to change his leadership style in order to have the maximum effectiveness in leadership based on the level of readiness exhibited by the followers, in other words, the follower readiness determines the appropriate leader behavior. There are 4 levels of follower readiness: 1. Readiness level 1 (R1) where the follower is unable and unwilling or unable and insecure (lacks confidence). Followers at this level exhibit lateness in completing tasks, frustration, confusion and fear of failure. 2. Readiness level 2 (R2) where the follower is unable but willing or unable but confident. Followers at this level lack ability to perform a task but they show motivation and confidence if they receive support from the leader. 3. Readiness level 3 (R3) where the follower is able...
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...Genesir 1 Adrian Genesir LDP1 July 17, 2007 The interchange between task behavior, relationship behavior, and follower readiness is the foundation of situational leadership. Different focus on relationship or task behavior is applied to followers on different readiness levels. Task behavior is the degree of detailed direction given by a leader to a follower or a group for them to perform a task. Included in these directions are specifics of the methodology to perform the task as well as the place and the parties involved. Relationship behavior is the grade of interaction between the leader and the follower or group. Readiness is the degree of willingness and capability that a follower demonstrates. “The two major components of readiness are ability and willingness” (Hersey, Blanchard, & Johnson, 2001) Ability is composed of the follower’s qualifications for a particular task. Hersey (2001) catalogs these qualifications as knowledge, skill and experience. Willingness is the level of confidence, commitment and motivation that someone shows. Willingness is not a personal attribute as it varies from a task to another. Confidence is the expressed belief that one is able to perform a task. The fact that an individual is confident does not necessarily make him capable of completing an assignment, as it is a mental state rather than a measure of skills. Commitment is an established dedication to undertake a responsibility, and motivation is the expressed desire to...
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...ORGANIZATIONAL BEHAVIORS AND LEADERSHIP Sanjay Upadhyaya December 24, CHAPTER 7: Situational Leadership Suki Andrews, Sales Supervisor, Listo System Introducation Leadership style is a form of cross situational behavioral consistency. It refers to the manner in which a leader interacts with his/her subordinates. It is the ability to influence a group towards the achievement of goals. Leadership style is fixed, that it is, either relation oriented or task oriented. Situational influences thus constrain the leader who must adapt his or her style of leadership to the situation at hand. However, leaders must first identify their most important tasks or priorities. Leaders must consider the readiness level of their followers by analyzing the group’s ability and willingness. Depending on the level of these variables, leaders must adapt the most appropriate leadership style to fit the given situation. Analysis of Findings Suki Andrews supervises a unit of sales representative at Listo Systems, a graphic service agency. The performance of her sales officers have declined and daily tasks have also been neglected by them. Customers complained for not completing their invoice orders quickly enough. Suki sets meeting with her sales representative and listed a problems that were occurring. She reminds that their unresponsiveness and omissions could result in major financial hardship for the company through a loss of sales and customers and reviewed the schedule for daily tasks and invoice...
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...gement Review 1979, Vol. 4, No. 2,215-224. Task Design Determinants of Effective Leader Behavior^ RiCKYW. GRIFFIN University of Missouri—Columbia The theoretical and empirical research literature on task design and path-goal theory of leadership is reviewed. It is suggested that task design and individual variables interact to form a construct called individual-task congruence. A model is then developed which depicts leader behavior as a moderating variable between individuai-task congruence and satisfaction and performance. There is an increasing body of theoretical and empirical behavioral science literature dealing with the design of work in formal organizations. Much of this literature is concerned with the diagnosis and description of existing jobs and/or the implementation of task design change programs for the purpose of improving organizational effectiveness. The rationale seems to be that if the needs and capabilities of an individual are matched with the expectations and requirements of a task, higher 9/els of satisfaction, motivation, and productivity .vill result (6). Most published research on task design, however, has not taken other organizational variables into consideration. The general model for contemporary task design research has investigated the moderating effect of certain variables on the relationship between task design and outcome variables such as satisfaction, performance, and commitment (2, 7, 8, 19, 22, 25, 26, 28, 29, 33). A few empirical studies...
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...W. Reddin’s 3-Dimensional Management Style Theory. That theory hypothesizes the importance of a manager’s relationship orientation and task orientation in conjunction with effectiveness (Reddin 1967, 8). From the interplay of these dimensions, Reddin proposes a variety of management styles and theorizes that effectiveness as a manager can be explained as a function of matching a leader’s style to a specific situation. However, his theory does not specify whether certain situational characteristics could be unequivocally incorporated into a predictive model (Vecchio 1987, 444). From Reddin’s suggestion that a leader’s effectiveness varies according to style, Hersey and Blanchard proposed a life-cycle theory of leadership. According to this theory, degrees of task orientation and relationship orientation are to be examined in conjunction with the maturity of a follower or group of followers in order to account for leader effectiveness (Hersey and Blanchard 1969, 29). The main principle of the life-cycle theory is that as the level of maturity in a follower increases, effective leader behavior will involve less task orientation as well as less relationship orientation. However, this decline in both orientations is not straightforward. Hersey and Blanchard theorize that a low level of relationship orientation coupled with a high task orientation is ideal in the early stages of an employee’s tenure...
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...Leadership Behaviors in Project Design Offices Esin Kasapoğlu1 Abstract: Leadership may be defined as the ability to collect a group of people around definite objectives and the achievement of said objectives. An architectural design team needs a leader, and in this paper, the owner of the office is the formal leader. Leadership behaviors of employer architects are directly related to the performance of the design team; therefore, effective leadership is key to a successful design process. Data were collected through a questionnaire on leadership behaviors that was distributed to 40 architects from different design offices in Turkey. Leadership behaviors were gathered into two main groups—delegation of authority and managerial orientation. The significant positive correlations are between authoritarian and task-oriented leadership, and between participative, achievement-oriented and employeeoriented leadership. The position of leader-architects and the age and size of offices are directly related to leadership behaviors. The results show that although leaders of project design teams indicated that participation was important, they actually preferred task-oriented leadership. DOI: 10.1061/(ASCE)CO.1943-7862.0000308. © 2011 American Society of Civil Engineers. CE Database subject headings: Leadership; Architects; Design; Project management; Personnel management. Author keywords: Leadership; Behavior; Objectives; Architect; Design process. Introduction Leadership has always...
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...weaknesses of this approach and how the theory relates to real-world scenarios. The situational leadership theory is an approach to studying leadership and suggests that there is not a one size fit all when leading a group of people. Hersey and Blanchard (1977) proposed a contingency theory that specifies the appropriate type of leadership behavior for different levels of subordinate “maturity” in relation to the work. A high-maturity subordinate has both the ability and confidence to do a task, whereas a low-maturity subordinate lacks ability and self-confidence (Yukl, p. 233, 2010). The theory identifies the appropriate leadership behaviors when confronted with subordinates who are at different levels of maturity in relation to the task at hand. The level of subordinates’ maturity is divided into four quadrants, M1 to M4. (M1)– This leadership approach is when the followers have low desire and ability to complete the task at hand. The followers avoid doing the job as they are afraid to fail. The communication between both parties is usually one-way. When this happen, the leader must take on a directive role and define the tasks for the followers and supervise them to ensure all required actions are completed. The leader will need to find a balance of supervision so that the followers do not think that they are being micromanaged....
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... 2. Situational Leadership 3.1 Purpose of the Model 3.2 Leadership Style 3.3 Followers Maturity levels 3.4 Leadership Support 3.5 Regression 3. Situational Leadership and Power 4.6 Types of Power 4.7 Powers Bases 4.8 Uses of Power 4. Advantages of the Situational Leadership Model 5. Conclusions and Recommendations 6. Acknowledgments | Pg 1Pg 1Pg 2Pg 2Pg 2Pg 3Pg 4Pg 4Pg 4Pg 4Pg 5Pg 5Pg 6Pg 7 | 1. INTRODUCTION The name of my organization is Victory Tabernacle Church. I am one of the two associate Pastors to the Bishop who is the CEO of the church. Victory Tabernacle has a membership of around 250 people excluding Children. Our goal is to have a membership of 500 by the end of 2015. The membership addition method used by Victory Tabernacle is each one reach one. However each member falls into a category or group that matches either their age or marital status. Each of these social groups have leaders who help run with the agenda of the organization. In the past there has not really been a specific method, or model of leadership applied to how we select leaders, how the leadership function nor how they perform their tasks not even how they in turn choose their followers. The leaders were simply selected and given leadership positions based on the assumption that they will be able to function in there given area. In this...
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...Sources of Motivation Latonia Wells Psy 355 Sources of Motivation Have you ever wondered why it is hard to accomplish some tasks you set out to do? Achieving a task or accomplishing a goal depends on several factors that all require a force behind them to make them take action or work as a motivator. Everyone is not always inspired to accomplish their goals and they need this force to initiate and guide their behaviors while pushing them in the right direction. So how does it start, motivation is a concept that is conditional in all living organisms, which are driven by needs. Motivation starts with characteristics that cause an individual to take action in attempt to achieve a goal or task in life. Lack of motivation compels a person to give up when obstacles or troubles arise. Over the years researchers have discovered several theories to explain and understand motivation and how it is related to behaviors. This paper will define motivation, identify two sources of motivation, explain the relationship between motivation and behavior, and examine how motivation is exhibited in behavior. Motivation Motivation is a major influence based on what people do and how they act. Motivation consists of disposition that can pull or pull an individual in a particular direction, depending on the end state. According to Decker’s actions are induced by motives (push) or incentives (pull) and to be motivated is to be moved into action some form of action. Motivation is conceptualized...
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...Leadership A traditional definition of leadership: Leadership is an interpersonal influence directed toward the achievement of a goal or goals. Three important parts of this definition are the terms interpersonal, influence, and goal. · Interpersonal means between persons. Thus, a leader has more than one person (group) to lead. · Influence is the power to affect others. · Goal is the end one strives to attain. Basically, this traditional definition of leadership says that a leader influences more than one person toward a goal. The definition of leadership used in this course follows. LEADERSHIP is a dynamic relationship based on mutual influence and common purpose between leaders and collaborators in which both are moved to higher levels of motivation and moral development as they affect real, intended change. (Kevin Freiberg and Jackie Freiberg, NUTS! Southwest Airlines' Crazy Recipe for Business and Personal Success, Bard Press, 1996, p. 298) Three important parts of this definition are the terms relationship, mutual, and collaborators. Relationship is the connection between people. Mutual means shared in common. Collaborators cooperate or work together. This definition of leadership says that the leader is influenced by the collaborators while they work together to achieve an important goal. Leadership versus Management A leader can be a manager, but a manager is not necessarily a leader. The leader of the work group may emerge informally as the choice of the group...
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...Executive Summary The project aims at the identification of the most important factors that are relevant to job performance for a professional employed as a trainer in the Adventure Sports sector. Through this, we plan to identify the relevant concepts of motivation, personality, leadership and team behavior etc which play a role in these organizations and the impact of these parameters on the performance of personnel employed in this sector. The study was divided into two phases. In the first phase, through extensive interviews, we identified three variables: passion for exploration, independence and recognition as having the maximum impact on the performance of an adventure sports professional. In the second phase, surveys were conducted on a larger sample of people and statistical analyses done to validate the hypotheses that were formed in the first phase. On the basis of this, it was found that the impact the variable passion for exploration has on job performance is completely explained by the three performance dimensions while the other two variables are partially supported. 1. Introduction Adventure Sports refers broadly to all those activities with a certain level of inherent danger and involves a lot of physical exertion from the part of the participants. It involves a wide variety of activities ranging from bungee jumping and water sports to trekking in the Himalayas. From being considered an activity that is aimed at having occasional fun, adventure sports...
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...High-performance is a key focal point for several businesses in view of the fact that groups and teams are becoming common amongst businesses. A high-level of performance makes up the foundation for groups and teams in the present day. The compilation of thoughts, wisdom, and skill of diverse people is better than that of one individual. From problem solving to innovation, companies have put their faith in the high-performances of groups and teams to put ones company in front the rest. This essay will discuss how a group can become a high-performance team, the impact of demographic characteristics and cultural diversity on group behavior and how demographic characteristics and cultural diversity detract from high-performance teams. Demographic characteristics typically are composed of age, gender, ethnic group, education level, and work experience. According to research, these characteristics can be categorized into two groups, visibility and job relatedness or informational. Visibility demographics consist of gender, age, plus ethnicity. Job relatedness demographics consist of differences in education levels and work experience (Jhen, K., 2000). The difference between these two groups is significant since visible demographics are not as pertinent to a certain job however; these mold individuals, insights, plus manners. Individuals frequently use visible characteristics to categorize others, which can cause antagonism, nervousness, and typecasting. The first insights made...
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...first compared is the performance effects of money systematically administered through the organizational behavior (O.B Mod.) modification model and routine pay for performance. This was compared with the effects of O.B Mod.-administered money, social recognition, and performance feedback. The money intervention based on the O.B. Mod. outperformed routine pay for performance and also had stronger effects on performance than social recognition and performance feedback. Full Text (7144 words) Copyright Academy of Management Jun 2001 [Headnote] | In this field experiment, we first compared the performance effects of money systematically administered through the organizational behavior modification (O.B. Mod.) model and routine pay for performance and then compared the effects of O.B. Mod.administered money, social recognition, and performance feedback. The money intervention based on the O.B. Mod. outperformed routine pay for performance (performance increase = 37% vs. 11%) and also had stronger effects on performance than social recognition (24%) and performance feedback (20%). | | Although behavioral management, as a systematic approach to increasing employee effectiveness, was formulated about 25 years ago (e.g., Luthans & Kreitner, 1975), organizations are generally not using contingent incentive motivators to manage workers' day-to-day task-related behaviors and to improve productivity (Davis-Blake & Pfeffer, 1989; Ilgen, Major, & Tower, 1994). Moreover...
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...more effective the leadership – p 208 P207 Organizational Leadership – an interpersonal process that involves attempts to influence other people in attaining organizational goals Distributed Leadership – anyone who inspires a coworker or subordinate to do better, improve process, etc. =lead by example – eg: Johnson & Johnson Effective Leadership – influence that assists a group or organization to perform successfully and meet its goals and objectives = “enabling” behavior – it’s a behavior that helps other people accomplish more than if they had been no such influence P208 Leading and Managing: The Same or Different? Leadership is a very important component of management, but management is more than just leadership. It includes other tasks that do NOT directly involve influencing people. Managers Leaders Leaders Does Leadership Differ Across National Cultures? Paternalism – the leader is regarded as father who will take care of the subordinate in return for reasonable behavior and performance = order & harmony; eg: YifeiLi – MTV Greeter China P210 Leadership and the Use of Power Power – the capacity or ability to influence. “power tends to corrupt (and), absolute power corrupts absolutely.” Power can be used for good or bad. “The days of power is conspicuous by its absence. Powerlessness in the face of crisis. Powerless in the face of complexity.” P211 Types and Sources of Power Position Power – power based on a person’s position and...
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...have recognized the importance of the contextual factors involved in the situational leadership approach. The Situational Life Cycle Theory of Leadership The theory requires the leader to examine the maturity level of their subordinates and fuse the task-oriented and relations-oriented behavior. Leadership style is also emphasized; and a delicate balance with maturity and style materializes to successfully lead based on the situation. Hersey and Blanchard modeled four leadership styles: telling, selling, participating and delegating with four maturity levels: low, medium (low skills), medium (high skills), and high maturity. “Four degrees of maturity (quadrants M1-M4) are distinguished… segments of a continuum ranging from immature to mature” (Yukl, 2010 p 233). The cycle is progressive as relationships and behaviors are directed, coached, delegated and supported from leader to subordinate, as exhibited in the figure. A high-maturity employee possesses the ability and confidence to perform the task, while a low-maturity employee lacks the ability and self-assurance. The situational leadership theory has a significant limitation. “Leadership behavior is not defined in a clear and consistent way from quadrant to quadrant, and sometimes task and relations behaviors are defined in terms of decision styles…” (Yukl, 2010 p...
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