LEADERSHIP

PRESENTED BY: Rutuparna Saraf & Sandeep Amiya Ranjan

HARSEY AND BLANCHARDS SITUATIONAL THEORY

BASIC CONSIDERATIONS OF THE MODEL

1.LEADERSHIP BEHAVIOUR
2.SUBORDINATES MATURITY

1.LEADERSHIP BEHAVIOUR
LEADERSHIP BEHAVIOUR MAY BE CLASSIFIED INTO FOUR CATAGORIES BASED ON COMBINATION OF TWO FACTORS.
RELATIONSHIP BEHAVIOUR TASK BEHAVIOUR

LEADERSHIP BEHAVIOUR
Relationship Behaviour high

High Relationship And Low Task

High Relationship And High Task

Low Relationship And Low Task

low 0 low

Low Relationship And High Task

high

Task Behaviour

2.SUBORDINATES MATURITY
Components of Maturity
1. ABILITY 2. WILLINGNESS

CLASSIFICATION OF SUBORDINATES ACCORDING TO MATURITY

M1-(Low Maturity)-: low ability and low willingness M2-(Low to Moderate Maturity)-: low ability and High willingness M3-(Moderate to High Maturity)-: High ability and Low willingness M4-(High Maturity)-: High ability and High willingness

LEADERSHIP STYLES
LEADER SUBORDIN LEADERS SHIP ATES HIP STYLES MATURITY BEHAVIOU R High Task and Low Low Relationship TELLING Maturity Behaviour High task and Low to Moderate High SELLING Relationship Behaviour Maturity Moderate to Low Task and PARTICIPA High High Relationship TING Behaviour Maturity

Practical Implementation
As Millennials take on increased responsibility at the office, they need to build management skills that allow them to work effectively with senior colleagues. 1. Be Confident 2. Be Open minded 3. Solicit feedback regularly

SHORTCOMINGS
Not much Research Evidence Only one aspect i.e. maturity of employees is considered.

MANAGERIAL GRID
Developed by Robert R.Blake & Jane Mouton. Used as a means of managerial training & identifying the combinations of leadership, i.e, Concern for people Concern for production

1. CONCERN FOR PEOPLE

Degree of personal commitment towards goal achievement Accountability based on trust Friendship with co-workers

2. CONCERN FOR PRODUCTION

Efficiency of workers and quality of staff Quality of policy decision Volume of output

Five basic styles of leadership on the managerial grid:

1. 2. 3. 4. 5. Impoverished Management Country Club Management Task Management Team Management Middle of the Road

LIKERTS MANAGEMENT SYSTEM

Developed by Rensis Likert, a management theorist.

Classified leadership style into four categories

LIKERTS VIEW
Job centred managers were found to be the least productive.

Employee centred managers, were found to be the most effective

System 1 - Exploitative Authoritative

Responsibility lies with the people at the upper level of the hierarchy Superior has no trust in subordinates.

contd
Subordinates do not feel free at all to discuss things about the job with their superior.
The teamwork is very little and the motivation is based on threats

System 2 - Benevolent Authoritative

Responsibility lies at the managerial levels of the organizational hierarchy Superior has condescending confidence and trust in subordinates Master-servant relationship exists

contd
The subordinates do not feel very free to discuss the job with superiors.
The teamwork or communication is very little and motivation is based on a system of rewards

System 3 -consultative
Responsibility is spread widely through the organizational hierarchy. The superior has substantial but not complete confidence in subordinates. Discussion about job related things takes place between the superior and subordinates

contd
There is a fair amount of teamwork, and communication takes place vertically and horizontally. The motivation is based on rewards and involvement in the job.

System 4 - Participative

Responsibility for achieving the organizational goals is widespread throughout the organizational hierarchy.
There is a high level of confidence that the superior has in his subordinates. There is a high level of teamwork, communication, and participation

FEATURES OF EFFECTIVE MANAGEMENT

Motivation to work must be fostered by modern principles and techniques Employees must be seen as people who have their own needs and desires Supportive relationship must exist within each work group characterized by mutual respect