MEM 2221 Lecture Notes - Lecture 7: Reward System, Situation Two, Servant Leadership
11 Dec 2019
School
Course
Professor
Lecture 7: Leadership Studies
Chapter 3: Leading Technical People (Cont)
People/Task Matrix Approaches
The Leadership Grid
● Leadership/managerial grid – approach to analyzing the style of management (collective
leadership) in terms of concern for people and concern for production
● Strive for team management (9,9), in which individual objectives are achieved in the
process of achieving organizational goals
● Concern for only people (1, 9) leads to an enjoyable by unproductive workplace
● Concern for only results (9, 1) leads to an unresponsive workforce
● Adequate performance and morale (5, 5) leads to mediocrity and is a result of
impoverished management
Michigan and Ohio State Studies
● Michigan studied comparing the effectiveness of job-centered and employee centered
supervision
○ Job-centered – emphasizes the work to be performed
○ Employee-centered – emphasizes development of effective work groups
● Ohio studied the 4 possible combinations of high or low initiating structure with hi or low
consideration
○ Initiating structure – task actions of the leader to define who does what and how
○ Consideration – measure of a leader’s concern for followers
○ It was expected that high initiating structure and high consideration leadership
style is best but:
■ Structure only helps if the task is unstructured
■ Consideration helps satisfaction only if there isn’t another source of
satisfaction (like interesting work)
■ Providing either when it’s not needed may hinder productivity
■ Effective high-high leaders tell more about the work people do than about
good leadership
Hersey and Blanchard Life Cycle Theory
● Provides an extension to Ohio’s model saying that the most effective leader progresses
through the quadrants depending on the situation
Situational Approaches
● Tannenbaum and Schmidt says that there is a continuum of available leadership styles
dependent on the situation (contingency theory)
● There is no right way to manage
● The manager must develop a reward system, a leadership style, and an organizational
structure appropriate for the nature of the business
Leadership Continuum (as proposed by Tannenbaum and Schmidt)
● Leadership styles along the continuum
1. Autocratic (Telling) – managers makes decisions with little or no involvement non
managers
Document Summary
Leadership/managerial grid approach to analyzing the style of management (collective leadership) in terms of concern for people and concern for production. Strive for team management (9,9), in which individual objectives are achieved in the process of achieving organizational goals. Concern for only people (1, 9) leads to an enjoyable by unproductive workplace. Concern for only results (9, 1) leads to an unresponsive workforce. Adequate performance and morale (5, 5) leads to mediocrity and is a result of impoverished management. Michigan studied comparing the effectiveness of job-centered and employee centered supervision. Job-centered emphasizes the work to be performed. Employee-centered emphasizes development of effective work groups. Ohio studied the 4 possible combinations of high or low initiating structure with hi or low consideration. Initiating structure task actions of the leader to define who does what and how. Consideration measure of a leader"s concern for followers. It was expected that high initiating structure and high consideration leadership style is best but:
