LEADERSHIP (LABORATORY MANAGEMENT) Questions and Answers

LEADERSHIP (LABORATORY MANAGEMENT) Questions and Answers Motivation deals with the reason people act the way they do. Leadership attempts to use motivational principles to achieve goals Corporate Culture The way things are done in an organization: the habits, traditions, customs, processes, and social mores of the institution. Management Style The general behavior and philosophy of a manager or an organization toward the employees, particularly the degree of participation allowed in the decision-making process. Exploitative and authoritative. Managers view workers only as tools and means of production and feel no further obligation to them. Consultative The manager feels the opinion and advice of the staff are useful, but all decisions remain the exclusive purview of the manager. Participative. Input and decision making and performance are placed directly on the staff, or as close to the production process as possible, with only general guidance and oversight from management. Benevolent and authoritative In this paternalistic approach, managers feel they know what is best for their employees and need only inform and direct their actions, without seeking feedback Exploitative and authoritative Benevolent and authoritative Consultative. Participative Rensis Likert suggests that organizations have 4 discrete leadership system/ management style: Charisma - a common trait of informal leaders Personal Traits of Leaders: Employee-oriented supervisors spend more time in actual supervision rather than in production work, supervise less closely while allowing workers more latitude in performing their duties, and demonstrate concern for their people both on and off the job. Production-oriented supervisors: tend to emphasize high productivity at the expense of all other factors. They view their workers as only tools for use by the company in the manufacturing process and spend majority of their time on production-related problems. Structure versus consideration leadership styles Ralph M. Stogdill and later researchers such as Paul Hershey and Kenneth Blanchard found two principal dimensions to leadership behavior: initiating structure and consideration. Structure: supervisors actively direct staff toward getting the work done; ▪ paying attention to assigning particular tasks ▪ specifying and clarifying what is expected of subordinates ▪ uniformity of the procedures to be followed ▪ personally, decides what and how work will be done. Consideration: ▪ make efforts to explain their action ▪ treat workers as equals ▪ listen to subordinates' concerns ▪ look out for their personal welfare ▪ give advance notice of changes ▪ generally friendly and approachable. High Structure and High Consideration leaders who scored high in both dimensions usually demonstrate the best overall performance. The Managerial Grid Shows the relationship between a concern for people (consideration orientation) and concern for production (structure orientation) A graphic depiction of leadership styles in relation to concerns for people (consideration orientation) and production (structure orientation). 1. Identify their current style. 2. Decide for themselves the best style for a given situation. 3. Determine what attitudes and behavior changes are required to reach their goal. 4. Encourage the management to develop the organizational culture necessary for the preferred style to flourish. The Managerial Grid To use this model, to improve and strengthen leadership ability, leader should follow through these steps: a. The attitudes and assumptions of the manager. b. The policies and procedures of the organization. c. The day-to-day operational situation. d. The social and personal values of the manager. e. Chance The Managerial Grid Influenced by 5 factors: 1,1 IMPOVERISHED MANAGEMENT Leaders in this position have little concern for people or productivity, avoid taking sides, and stay out of conflicts. They do just enough to get by. Often referred to as laissez faire leadership 1,9 Country Club Management Managers in this position have great concern for people and little concern for production. They try to avoid conflicts and concentration being well-liked. To them the task is less important than good interpersonal relations. Their goal is to keep people happy. 9,1 AUTHORITY-OBEDIENCE MANAGEMENT Managers in this position have great concern for people. They desire tight control in order to get tasks done efficiently. They consider creativity and human relations to be unnecessary. 5,5 ORGANIZATION MAN MANAGEMENT Often termed middle-of the-road leadership. Leaders in this position have medium concern for people and production. They attempt to balance their concern for both people and production but are not committed to either 9, 9 TEAM MANAGEMENT This style of leadership is considered to be ideal. Such managers have great concern for both people and production. They work to motivate employees to reach their highest levels of accomplishment. They are flexible and responsive to change, and they understand the need to change. 9+9 PATERNALISTIC, "FATHER KNOWS BEST" MANAGEMENT In this style, reward is promised for compliance and punishment threatened for non-compliance OPPORTUNISTIC, "WHAT'S IN IT FOR ME?" MANAGEMENT This style depends on which style the leader feels will bring the greatest selfbenefit. Pygmalion effect: a theory that holds that people (students, employees) tend to act in the way they are expected to act by their leaders (parents, teachers, supervisors, and so on). Theory X managers believe that people: Are inherently lazy and dislike work • Must be coerced into performing their duties by constant supervision. • Have no ambition and little interest in improving their efficiency on their own and must be prodded to produce. philosophies tend to be autocratic and dictatorial and allow for little input from their staff Theory Y managers believe that: Work is a natural part of life • People have a high degree of ingenuity and creativity they are eager to apply to the job. • Worker potential is only partially tapped by the company. • Workers are self-learners and seek responsibility for their performance. • Workers exercise self-control and self-disciple if they are committed to a goal, and the strength of this commitment depends on the reward associated with the achievement. managers are participatory in their leadership style, actively seek advice and counsel from their coworkers, and allow employees to share in the decision-making processes. X and Y Theory Proposed by Douglas M. McGregor ▪ Worker performance arises from the way managers view their subordinates, not from within the employees themselves Z Theory Proposed by William Ouchi ▪ Increases the loyalty of the employees by providing work for life and focuses on the well-being Situational Leadership Models CONTINGENCY MODEL - CONTINUUM OF LEADERSHIP - NORMATIVE THEORY Contingency model Fred E. Fielder's theory Proposes that the success of a manager as a leader is contingent on two factors: Leadership style of the manager - Favorableness of the leadership situation Contingency model two factors: task-oriented leader. Fielder and associates have suggested that situations that are either very favorable or very unfavorable are usually handled best by a relationshiporiented or task-oriented. Contingency model Leadership style can be? Relationship-oriented leaders appear to be most effective in situations that are considered moderately favorable or moderately unfavorable. power, control, and influence wielded by a manager in a particular set of circumstances. Favorableness is defined by Fielder as the amount of Leadership-member relations Task structure Position power Contingency model 3 components establish the favorableness dimensions for a situation: Leadership-member relations Level of confidence and trust between leader and staff - This is the most important factor, according to the contingency model. Task structure formal structure and unstructured assignment Position power degree of influence the manager exerts on reward and punishment system of the institution