Session7 LD11 Style Approach

7/29/2019 Session7 LD11 Style Approach

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Leadership

Northouse, 5th edition

Session 7: Style Approach


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Overview

Style Approach Perspective

Ohio State Studies

University of Michigan Studies

Blake & Moutons Leadership Grid

How Does the Style Approach Work?


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Style Approach Description

Emphasizes thebehavior of theleader

Focuses exclusively

on what leaders doand how they act

Comprised of two generalkinds of Behaviors

Task behaviorsFacilitate goal

accomplishment: Help group

members achieve objectivesRelationship behaviors

Help subordinates feel

comfortable with themselves,

each other, and the situation

Perspective Definition


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Ohio State Studies

Leadership Behavior DescriptionQuestionnaire (LBDQ)

Identify number of times leaders engaged inspecific behaviors 150 questions

Participant settings (military, industrial,

educational) Results

Particular clusters of behaviors were typical ofleaders


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Ohio State Studies, contd.

LBDQ-XII (Stogdill, 1963)

Shortened version of the LBDQ

Most widely used leadership assessment instrument

Results - Two general types of leader behaviors:

Initiating structure Leaders provide structure forsubordinates

Task behaviors - organizing work, giving structure to the

work context, defining role responsibility, scheduling workactivities

Consideration - Leaders nurture subordinates Relationship behaviors building camaraderie, respect,

trust, & liking between leaders & followers


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University of Michigan Studies

Exploring leadership behavior Specific emphasis on impact of leadership behavior on

performance of small groups

Results - Two types of leadership behaviorsconceptualized as opposite ends of a single continuum

Employee orientation

Strong human relations emphasis

Production orientation Stresses the technical aspects of a job

Later studies reconceptualized behaviors as two

independent leadership orientations - possible orientation

to both at the same time


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Blake & Moutons Managerial

(Leadership) Grid

Historical Perspective

Leadership Grid Components

Authority-Compliance (9,1)

Country Club Management (1,9)

Impoverished Management (1,1)

Middle-of-the-Road Management (5,5) Team Management (9,9)

Paternalism/Maternalism (1, 9; 9,1)

Opportunism


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Blake and Moutons

Managerial Grid Draws on both studies toassess leadership style

Concern for People is

Consideration and

Employee-Orientation Concern for Production is

Initiating Structure and

Production-Orientation

Style is determined by

position on the graph


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Historical PerspectiveBlake & Moutons Managerial Leadership Grid

Developed in

early 1960sUsed extensively

in organizationaltraining &

development

Designed to explain howleaders help organizations to

reach their purposes Two factors

Concern for production How a leader is concerned

with achieving

organizational tasks

Concern for people How a leader attends to the

members of the organizationwho are trying to achieve its

goals

Development Purpose


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Authority-Compliance (9,1)

Efficiency inoperations results

from arrangingconditions of worksuch that humaninterference is

minimal

Heavyemphasis on taskand job requirements and

lessemphasis on people Communicating with

subordinates outside taskinstructions not emphasized

Results driven -peopleregarded as tools to that end

9,1 leadersseen ascontrolling, demanding, hard-driving & overpowering

Definition Role Focus


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Country Club (1,9)

Thoughtful attentionto the needs ofpeople leads to acomfortable, friendlyorganizationalatmosphere and work

tempo

Lowconcern for taskaccomplishment coupled

with highconcern forinterpersonal relationships

De-emphasizes production;

leaders stress the attitudes

and feelings of people 1,9 leaderstry to create a

positive climate by being

agreeable, eager to help,

comforting, noncontroversial



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Impoverished (1,1)

Minimal effort exertedto get work done isappropriate tosustainorganizationalmembership

Leaderunconcernedwithbothtask andinterpersonal relationships

Going through the motions,but uninvolved andwithdrawn

1,1 leaders- have littlecontact with followers andare described as indifferent,noncommittal, resigned, andapathetic



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Middle-of-the-Road (5,5)

Adequateorganizationalperformancepossible throughbalancing thenecessity of gettingwork done whilemaintainingsatisfactory morale

Leaders who arecompromisers; haveintermediateconcern for taskand people who do task

To achieve equilibrium, leaderavoids conflict while emphasizingmoderate levels of production and

interpersonal relationships 5,5 leaders- described as

expedient; prefers the middleground, soft-pedals disagreement,swallows convictions in the

interest of progress



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Team (9,9)

Work accomplishedthrough committedpeople;

interdependencevia a commonstake in theorganizationspurpose, which

leads torelationships oftrust and respect

Strongemphasis on bothtasks and interpersonalrelationships

Promotes high degree ofparticipation & teamwork,satisfies basic need of employeeto be involved & committed totheir work

9,9 leaders - stimulatesparticipation, acts determined,makes priorities clear, followsthrough, behaves open-mindedlyand enjoys working



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Paternalism/Maternalism

Reward and

approval arebestowed onpeople in returnfor loyalty and

obedience;failure to complyleads topunishment

Leaders who use both1,9and 9,1 without integratingthe two

Thebenevolent dictator;

acts gracious for purpose of

goal accomplishment

Treats people as though they

were disassociated from the

task



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Opportunism

People adapt andshift to any grid

style needed togain maximumadvantage

Performance occursaccording to a system ofselfish gain

Leader uses anycombinationof the basic fivestyles for the purpose ofpersonal advancement

Leader usually has adominantgrid style used inmost situations and a backupstyle that is reverted to whenunder pressure



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How Does the StyleApproach Work?

Focus of Style Approach

Strengths

Criticisms Application


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Style Approach

Primarily aframework forassessing leadershipin a broad way, as

behavior with a taskand relationshipdimension

Offers a means ofassessing in ageneral way thebehaviors of leaders

Focus Overall Scope


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Strengths

Style Approach markedamajor shiftin leadership researchfrom exclusively trait focused to include behaviors and

actions of leaders

Broad rangeof studies on leadership style validates andgives credibility to the basic tenets of the approach

At conceptual level, a leaders style is composed of two

major types of behaviors:task and relationship

The style approach is heuristic - leaders can learn a lotabout themselves and how they come across to others by

trying to see their behaviors in light of the task and

relationship dimensions


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Criticisms

Research hasnotadequately demonstratedhow leaders styles are associated withperformance outcomes

No universalstyle of leadership that could beeffective in almost every situation

Implies that the most effective leadership

style isHigh-Highstyle (i.e., high task/highrelationship); research finding support islimited


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Application

Many leadership training anddevelopment programs are designedalong the lines of the style approach.

By assessing their own style,managers can determine how theyare perceived by others and how theycould change their behaviors to

become more effective.The style approach applies to

nearly everything a leader does.


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Activity1

Fill the Style Questionnaire individually and

share their results in small groups.

Compile a master list of the most commonlyreported styles as each group reports its

results in a large-group discussion.

Discuss views on the accuracy of their own

scores and to explain the scores meaning asrelated to their leadership ability.


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Relationship

TaskLow

HighHigh


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Activity2

Develop skit to depict vrious leadership

styles presented by Blake and Mouton


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Activity3

Reflect on a significant conflict that

occurred in a group you belong to.

Analyze the role that leadership styleplayed in this situation.

You should provide examples of leader

behaviors that were ineffective ordistressing to the group, as well as

behaviors that were helpful.

Session7 LD11 Style Approach

Documents

Transcript of Session7 LD11 Style Approach