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Chapter 13

Chapter 13

3 Pages
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Department
Global Management Studies
Course Code
GMS 200
Professor
Jian Guan

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Chapter 13 Continued
Hersey-Blanchard Situational Leadership Model
This model suggests that successful leaders do adjust their styles and they do so
based on the maturity of followers, indicated by their readiness to perform in a given
situation. There are some behaviours that are as follows:
Delegating allowing the group to take responsibility for task decisions; a
low task, low relationship style.
Participating emphasizing shared ideas and participative decisions on task
directions; a low-task, high-relationship style.
Selling explaining task directions in a supportive and persuasive way; a
high-task, high relationship style.
Telling giving specific task directions and closely supervising work; a high
task, low relationship style.
Houses Path-Goal Leadership Theory
This theory suggests that an effective leader is one who clarifies paths through
which followers can achieve both task-related and personal goals. The best leaders
raise motivation and help followers most along these paths. They remove any
barriers that stand in the way and provide appropriate rewards for task
accomplishment. Four leadership styles:
Directive leadership- letting subordinates know what is expected; giving
directions on what to do and how; scheduling work to be done; maintaining
definite standards of performance; clarifying the leaders role in the group.
Supportive leadership- doing things to make work more pleasant; treating
group members as equals; being friendly and approachable; showing concern
for the well-being of subordinates.
Achievement-Oriented leadership- setting challenging goals; expecting the
highest levels of performance; emphasizing continuous improvement in
performance; displaying confidence in meeting high standards.
Participative leadership- involving subordinates in decision making;
consulting with subordinates; asking for suggestions from subordinates;
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Description
Chapter 13 – Continued Hersey-Blanchard Situational Leadership Model • This model suggests that successful leaders do adjust their styles and they do so based on the maturity of followers, indicated by their readiness to perform in a given situation. There are some behaviours that are as follows: Delegating – allowing the group to take responsibility for task decisions; a low task, low relationship style. Participating – emphasizing shared ideas and participative decisions on task directions; a low-task, high-relationship style. Selling – explaining task directions in a supportive and persuasive way; a high-task, high relationship style. Telling – giving specific task directions and closely supervising work; a high task, low relationship style. House’s Path-Goal Leadership Theory • This theory suggests that an effective leader is one who clarifies paths through which followers can achieve both task-related and personal goals. The best leaders raise motivation and help followers most along these paths. They remove any barriers that stand in the way and provide appropriate rewards for task accomplishment. Four leadership styles: Directive leadership- letting subordinates know what is expected; giving directions on what to do and how; scheduling work to be done; maintaining definite standards of performance; clarifying the leader’s role in the group. Supportive leadership- doing things to make work more pleasant; treating group members as equals; being friendly and approachable; showing concern for the well-being of subordinates. Achievement-Oriented leadership- setting challenging goals; expecting the highest levels of performance; emphasizing continuous improvement in performance; displaying confidence in meeting high standards. Participative leadership- involving subordinates in decision making; consulting with subordinates; asking for suggestions from subordinates; www.notesolution.com using these suggestions when making a decision. Substitutes for Leadership: are factors in the work setting that direct work efforts without the involvement of a leader. They make leadership from the “outside” unnecessary because leadership is already provided from within the situation. Possible substitutes for leadership include su
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