Page 152 - DEDU503_EDUCATIONAL_MANAGEMENT_ENGLISH

Educational Management

Notes (iii) Representation
(iv) Role Assumption
(v) Persuasiveness
(vi) Superior-Orientation :
• Person-Oriented Behaviour Dimension : This also consists of the following six subsets of
behaviours :
(i) Tolerance of Uncertainty
(ii) Consideration
(iii) Tolerance of Freedom
(iv) Demand Reconciliation
(v) Integation
(vi) Predictive Accuracy
• Contingency Theories of Leadership
• The behavioural theory of leadership had assumed that there are certain types of behaviour
that make for the success of the leaders, if they have them in the repertory of their behaviours.
• Fiedler’s Contingency Theory of Leaedership
• Fred Fiedler (1967) developed this theory and said that neither situational characteristics nor
leader characteristics alone accounted for group productivity. To him it was a combination of
both that mattered. Leadership effectiveness, according to him, as measured by group
performance is an outcome of the dynamic interplay between leader and situation both.
• The leadership depends on the favourableness of the situation in terms of three characteristics:
(i) Relationship between the leader and the followers
(ii) The degree to which the task is well-structured
(iii) Power of the leader’s position.
• Major Characteristics of The Theory : Following are the most important characteristics of this
theory :
• Leadership Styles : The theory has assumed that the whole universe of behaviours that a leader
is required to adopt in the situations of leadership exercise may be grouped into two broad
categories- task-oriented and relationship-oriented.
(i) Maximizing Group Performance : The focus of the theory is to analyze and identify the
style of leadership which may maximize the performance of the group so that organizational
goals may be achieved.
(ii) Group-Task Situation : The theory emphasizes that the suitability of leadership style depends
upon the group-task situation, i.e., the nature of the task to be completed and the nature of
relationship between the group and the leader.
• Vroom’s and Yetton’s Normative Contingency Theory
• Victor Vroom’s and Philip Yetton’s contingency theory specifies how leaders ought to behave
in order to be effective in view of specific situational contingencies. This is just opposite to
Blake’s and Moutan s perscriptive formula that team leadership of participative leadership is
most effective.
• Autocratic Process
Coming under this type there are two leadership styles as follows :
A-I Leader or Manager makes the decision using whatever information is available.
A-II Leader secures necessary information from members of the group and, then, makes the
decision.

146 LOVELY PROFESSIONAL UNIVERSITY