Page 291 - DMGT402_MANAGEMENT_PRACTICES_AND_ORGANIZATIONAL_BEHAVIOUR

Management Practices and Organisational Behaviour

Notes a style that helps meet these needs. Subordinates with social needs, require a style
that helps meet these needs.
8. Participation Theory of Leadership: Victor Vroom and Phillip Yetton developed a leader-
participation model that related leadership behaviour and participation to decision making.
They assume that leaders use four basic styles in making decisions: authoritative,
consultative, group-based and delegative. These styles led to different decision-making
processes for solving both individual and group problems. This is shown in the Table 13.2
below.
Table 13.2: Decision-making Process

Source: V.H. Vroom and A.G. Jago, "Decision-making as a social process: Normative and descriptive
models of leader behaviour", Decision Sciences 5 (1974) page 745.
13.11 Contemporary Issues in Leadership

1. Male/Female leadership styles: As more women assume visible leadership roles, many
observers perceive differences in the leadership styles of the two sexes. The studies that
have found differences between male and female leadership styles typically find that
women tend to lead more democratically than their male counterparts. Women are more
likely to encourage participation in decision making, to share power and information,
and to try to enhance the self-worth of their followers. They influence through their
charisma, expertise, personal contacts, and interpersonal skills. In contrast, men are more
likely to rely on the authority of their position and issue directives to their followers.
2. Leading through empowerment: Managers are currently advised to lead through
empowerment. Effective leaders share power and responsibilities with their employees.
The empowering leader's role is to show trust, provide vision, improve performance,
dismantle blocking barriers, offer encouragement, motivate and coach employees.

3. Biological basis for leadership: A growing body of research suggests the best leaders are
not necessarily the smartest, strongest, or more aggressive of a group but rather those
who are most proficient at handling social interactions. Researchers have found that
effective leaders possess a unique biochemical mixture of hormones and brain chemistry
that helps them build social alliances and cope with stress. Higher levels of the chemical
serotonin increases levels of sociability and controls aggression, while higher levels of
testosterone increase aggressive tendencies and competitive drive.

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