• Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

The Leadership Grid and Situational Leadership.

Extracts from this document...

Introduction

The Leadership Grid and Situational Leadership Though lacking in empirical research, leadership theories can teach managers how to become more flexible and efficient in a variety of situations. Popular leadership theories of the day include The Leadership grid by Blake and Mouton, and situational theories like Fiedler's Contingency Model, the Path-Goal theory originated by Robert House, and Hersey and Blanchard's Situational Leadership theory. The Leadership Grid by Blake and Mouton uses a grid to show a range of management styles. The Leadership Grid provides a framework for understanding different types of leadership styles and consists of two behavioral dimensions; concern for production and concern for people. The grid identifies five different leadership styles according to a manager's emphasis on the two differing dimensions. Blake and Mouton suggest that managers with a high concern for production and a high concern for people characterize the most effective leadership style. The theory of the grid takes leadership beyond mere trait analysis to examine behaviors of effective managers. The basic two-dimensional model, however, fails to account for the endless combinations of organizational settings, situations, and leadership orientations that managers will encounter throughout their career. These two approaches, concern for production and concern for people, together show that there is no best style of leadership. In fact, situational theories tell us that effective leadership depends on the situation at hand. They require us to interact with our employees. They encourage us to listen, to involve, to coach, to develop, to enrich, to motivate, to risk, to credit, to care, and to express concern for those that we manage. Situational theories include the Contingency Model, the Path-Goal theory, and the Situational Leadership theory. ...read more.

Middle

* leaders motivate people to get things done-mostly through persuasion * leaders provide a vision * leadership is facilitation; leaders empower people to do what they want There are problems with all of these but overall they convey the notion that we expect a leader to influence through noncoercive means, to produce some degree of cooeprative effort, and to pursue goals that transcend his or her own narrow self-interest. Leadership and Management: Are they the same? Intuitively we sense that a good leader may be a poor manager and a good manager need not be a leader. Bennis and Nanus suggested that "managers do things right and leaders do the right thing." We should be careful in taking the difference too far or else we will end up thinking of leaders having to be like Patton and managers unimaginative clods. We do expect our managers to be leaders to some degree. A more realistic approach: the leader isn't always a hero Certainly Hollywood creates a distorted and romanticized view of the leader as hero: Star Wars' Luke Skywalker, Stallone's Rocky, George C. Scott's Patton are examples. It is important to recognize that leadership is situational and relational. Some simple generalizations are: * the myth of leader as hero focuses too much on the leader as a person, and too little on the context in which leadership plays itself out. The context influences both what leaders must do and what they can do. Given the vast range of situations leaders face, it is unwise to try to create one single formula for leadership * leadership as relationship: Popular myths also convey the notion that leadership is one way-leader to follower. ...read more.

Conclusion

* Structural Leaders focus on structure, strategy, environment; focus on implementation, experimentation, adapatation * Human Resource Leaders believe in people and communicate that belief; they are visible and * * accessible; they empower, increase participation, support, share information, and move decision making down into the organization * Political leaders clarify what they want and what they can get; they assess the distribution of power and interests; they build linkages to other stakeholders; use persuasion first, then negotiation and coercion only if necessary * Symbolic leaders view organizations as a stage or theater to play certain roles and give impressions; these leaders use symbols to capture attention; they try to frame experience by providing pplausible interpreations of experiences; finally they discover and communicate a vision Any one of these approaches alone would be inadequate. Similarly the literature and popular myths about leadership tend to focus on one. Today much attention is focused on the leader as visionary (here symbolic). This model suggests that we should be very conscious of all four approaches and not just rely on one. At a particular time a structural leader may be far more effective than a visionary leader. We also need to understand ourselves. Each of us tends to have a preferred approach. We need to be conscious of this and aware of the limitations of our favored approach. Conclusion Leadership theory has moved from trait approaches, to behavioral approaches, to contingency and situational models. It probably makes most sense to forget about finding universal "truths" about leadership. Leadership at the executive level is different from leadership at mid-management, which is different than first line leadership ...read more.

The above preview is unformatted text

This student written piece of work is one of many that can be found in our University Degree Management Studies section.

Found what you're looking for?

  • Start learning 29% faster today
  • 150,000+ documents available
  • Just £6.99 a month

Not the one? Search for your essay title...
  • Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

See related essaysSee related essays

Related University Degree Management Studies essays

  1. ARE LEADERS BORN OR MADE

    The Path-Goal Theory of Leadership was developed to describe the leaders set a target then support and encourage their fellow to achieve it easier and clearer. A successful leader clarify the path, remove roadblocks that are stopping the followers going there, and give certain rewards during the path.

  2. Leadership Theories - this review seeks to determine which theoretical perspectives, theories and schools ...

    "enable the researcher both to map and to assess the existing intellectual territory, and to specify a research question to develop the existing body of knowledge further" (Tranfield, Denyer & Smart, 2003: 208). However, appraising the current knowledge in a field as fragmented, heterogeneous and extensive as management raises several issues, such as implicit biases, incompleteness, and lack of transparency.

  1. Project Management. The aim of the report is to identify to what extent leadership ...

    (Anderson, 2010) However, sometimes project achieved individual success but many elements lead to aggregate failure in real life. The case study of the National Centre for Popular Music (NCPM) in Sheffield illustrates that flawed leadership lead to failure of project, although it achieved success in some extent.

  2. General Management - organisation, leadership and theories.

    They are responsible for implementing the overall strategies and policies defined by top managers. Middle managers are concerned with the near future, are expected to establish good relationships with peers around the organization, encourage teamwork, and resolve conflicts. Recent trends in corporate restructuring and downsizing have made the middle manager's job difficult.

  1. Critically analyse management and leadership theories over the last century, commenting on the extend ...

    Each individual needs to be considered in different ways. Classical Organization Theory (Administrative Theory) was an attempt to identify principles of effective management that would apply universally to all complex organizations. The technical efficiency of the organization was the focus of this approach. Henri Fayol (1841-1925), a French mining engineer, believed that management could be taught when its underlying

  2. Comparing Leadership styles of Western and Asian Managers.

    identify best practice in leadership style (Deming 1986; Oakland 1999; Dale 1994). Leadership is likewise taken as ? critical given in modern strategy thinking-especially by figures associated with influential global consultancies (for example Gattorna 1998). In parallel, activity in th? public sector has also been especially intense. For example, th?

  1. ARE LEADERS BORN OR MADE?

    - Handling Emotions Nearly every leader will have faced a variety of different emotions from its employees, but handling them is another matter. A successful leader will most definitely have to handle conflicts and other behaviours during work. Any leader who has such skills listed above will have gained a

  2. Critically evaluate historical, classical and contemporary approaches to leadership theory.

    Companyâs headquarter is based in London. Different attributes of M&S leaders are as follows: Greenbury acted like a task manager (9,1) in respect to some aspects like unilateral, push people for only profit, eavesdropping and good reward in finance based on the team morale. The action of Bostock and Rose were like a team manager (9,9).

  • Over 160,000 pieces
    of student written work
  • Annotated by
    experienced teachers
  • Ideas and feedback to
    improve your own work