Page 255 - DCOM102_DMGT101_PRINCIPLES_AND_PRACTICES_OF_MANAGEMENT

Unit 13: Motivation and Leadership

(e) Team (9,9) Management: High levels of concern for people and production. This style Notes
of management results in superior performance from committed employees.
A slightly more complex model of leadership is the managerial grid developed by Robert
Blake and Jane Mouton. This model is illustrated in Figure 13.6 and is called the Leadership
Grid in the latest version prepared by Robert Blake and Anne McCanse.

5. Situational Theory of Leadership: The situational theory of leadership is strongly affected
by the situation from which a leader emerges and in which he works. This theory
emphasizes that the entire action between the group and the leader is the main factor
which makes a leader successful. The people (followers) tend to follow the person (leader)
who is capable of fulfilling their aspirations. Thus, a leader recognizes the need of the
situation and acts accordingly. The merit of this theory is that it makes it abundantly clear
that there is no single universally "best style" of leadership. A leader has to change his
style of leadership from situation to situation.
Contingency or situational theories differ from the earlier trait and behavioural theories
in asserting that no single way of leading works in all situations. Recent research suggests
that managers should select a leadership that best fits with the situation at a given time.
Effective managers diagnose the situation, identify the leadership style that will be most
effective, and then determine if they can implement the required style. Early situational
research suggested that three general factors affect the appropriate leadership style in a
given situation.

(a) Subordinate Considerations: Reflect the leader's awareness of subordinate's expertise,
experience, competence, job knowledge, hierarchical level and psychological
characteristics.
(b) Supervisor Considerations: Reflect the leader's degree of upward influence, as well as
his or her similarity of attitudes and behaviours to those in higher positions.

(c) Task Considerations: Reflect the degree of time urgency, amount of physical danger,
permissible error rate, presence of stress, degree of autonomy, degree of job scope,
importance and meaningfulness, and degree of ambiguity of the work being
performed.
The precise aspects of each dimension that influence the most effective leadership style
vary in different situations. Most situational theorists suggest that effective leaders develop
a range of leadership styles, which they adapt to different situations.

Limitations of Situational Theory Leadership
(a) This theory stresses the leadership ability of a person in a given situation but it is
silent on the question whether he will fit in another situation.
(b) If the leader adopts some style under all situations, he may not be successful. This is
not always true, but leaders have been successful at all times and at all situations.
6. Great Man Theory of Leadership: The theory asserts that leaders are born and not made.
This is especially so with great leaders who are natural leaders. Leadership calls for
certain qualities like commanding personality, charm, courage, intelligence, integrity,
persuasiveness, tenacity and aggressiveness. These qualities are of such a nature that they
can't be taught or learnt in a formal sense. The implementations of this approach are:
(a) Leaders have certain inborn leadership qualities.
(b) Inborn qualities are sufficient for a leader to be successful.

LOVELY PROFESSIONAL UNIVERSITY 247