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    Leadership

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    rashamdeep
    This document discusses two leadership style models: Likert's Management System and the Managerial Grid. Likert's system describes four types of leadership styles based on trust and involvement of subordinates - exploitative, benevolent autocratic, participative, and democratic. The Managerial Grid identifies five leadership styles based on concern for production and people - impoverished, country club, task, team, and middle road. The document also notes that leadership styles are 60% important for influencing employee behavior through social pressure, job needs, and authority, and 40% through helping followers, introducing changes, solving conflicts, and development.

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    Leadership

    Uploaded by

    rashamdeep
    61 views12 pages
    This document discusses two leadership style models: Likert's Management System and the Managerial Grid. Likert's system describes four types of leadership styles based on trust and involvement of subordinates - exploitative, benevolent autocratic, participative, and democratic. The Managerial Grid identifies five leadership styles based on concern for production and people - impoverished, country club, task, team, and middle road. The document also notes that leadership styles are 60% important for influencing employee behavior through social pressure, job needs, and authority, and 40% through helping followers, introducing changes, solving conflicts, and development.

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    This document discusses two leadership style models: Likert's Management System and the Managerial Grid. Likert's system describes four types of leadership styles based on trust and involvement of subordinates - exploitative, benevolent autocratic, participative, and democratic. The Managerial Grid identifies five leadership styles based on concern for production and people - impoverished, country club, task, team, and middle road. The document also notes that leadership styles are 60% important for influencing employee behavior through social pressure, job needs, and authority, and 40% through helping followers, introducing changes, solving conflicts, and development.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    61 views12 pages

    Leadership

    Uploaded by

    rashamdeep
    This document discusses two leadership style models: Likert's Management System and the Managerial Grid. Likert's system describes four types of leadership styles based on trust and involvement of subordinates - exploitative, benevolent autocratic, participative, and democratic. The Managerial Grid identifies five leadership styles based on concern for production and people - impoverished, country club, task, team, and middle road. The document also notes that leadership styles are 60% important for influencing employee behavior through social pressure, job needs, and authority, and 40% through helping followers, introducing changes, solving conflicts, and development.

    Copyright:

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    of 12

    LEADERSHIP

    STYLES

    SUBMMITED TO: MS. NISHU SETIA MAM

    SUMMITED BY: MS. RASHAMDEEP KAUR ROLL NO. - 2912918 CLASS - MBA 2nd SEM

    LEADERSHIP STYLES

    LIKERTS MANAGEMENT SYSTEM

    MANAGERIAL GRID

    LINKERTS MANAGEMENT SYSTEM


    RENSIS LIKERT has given four systems of management.
    SYSTEM-1 EXPLOITATIVE AUTOCRATIC
    no trust and confidence in subordinate subordinate do not feel free to discuss things about job with superior seldom gets ideas and opinions of subordinates

    LEADERSHIP
    TRUST AND CONFIDENCE IN SUBORDINATES SUBORDINATE FEELING OF FREEDOM

    SYSTEM-2 BENEVOLENT AUTOCRATIC


    has trust and confidence such as master has in servant subordinate do not feel very free to dicuss things about job with superior sometimes gets ideas and openions of subordinates

    SYSTEM-3 PARTICIPATIVE

    SYSTEM-4 DEMOCRATIC
    complete trust and confidence in all matters subordinates feel completely free to discuss things about job always gets ideas and opinions

    substantial but not complete trust and confidence subordinates feel rather free to discuss things about job with superior usually gets ideas and opinions

    SUPERIOR SEEKING INVOLMENT WITH SUBORDINATE

    SYSTEM 1 - EXPLOITATIVE

    No trust and confidence in subordinate.

    Subordinates do not feel free to discuss things about the job with their superiors.
    Seldom gets ideas and opinions of subordinates in solving job problems.

    SYSTEM 2 - BENVOLENT AUTOCRATIC


    Has confidence and trust in subordinate such as master in a servant. Subordinates do not feel very free to discuss things about job with their superiors.

    Sometimes gets ideas and opinions of subordinates in solving job problems.

    SYSTEM 3 - PARTICIPATIVE

    substantial but not complete trust and confidence still wishes to keep control of decisions. subordinates feels rather free to discuss things about the job with their superiors. usually gets ideas and opinions and usually tries to make constructive use of them.

    SYSTEM 4 - DEMOCRATIC

    complete trust and confidence in all matters. subordinates feel completely free to discuss things about the job with their superiors. always gets ideas and opinions and always tries to make constructive use of them.

    MANAGERIAL GRID
    This leadership style is developed by BLAKE AND MOUNTON. They emphasis that leadership style consists of factors both task oriented and relation oriented behavior in varying degrees. Their concern for phrase has been use to convey how managers are concerned for people and production.

    HIGH 9 8 7

    (1,9) COUNTRY CLUB

    (9,9) TEAM

    people

    6 5 4 3 2

    (5,5)
    MIDDLE ROAD

    (1,1)
    1

    IMPOVERISHED
    2 3 4 5 6 7 8

    (9,1) TASK
    9 HIGH

    low

    production

    Blake and mouton has described the styles as follows: IMPOVERISHED (1,1) : exertion of minimum effort is required to get work done and sustain organizational morale. COUNTRY CLUB (1,9) : Thoughtful attention to the needs of people leads to friendly and comfortable working environment and work place. TASK (9,1) : Efficiency results from arranging work in such a way that human elements have little effect. TEAM (9,9) : Work accomplishment is from committed person with interdependent through a common stake in organizational purpose and with trust and respect.

    MIDDLE ROAD (5,5) : Adequate performance through balance of work requirement and maintaining satisfactory morale.

    IMPORTANCE OF LEADERSHIP

    60% IMPORTANCE OF LEADERSHIP STYLES


    SOCIAL PRESSURE

    NEED FOR JOB

    AUTHORITY OF SUPERIOR

    SOCIAL PRESSURE
    The expectation of reward generates a feeling of social responsibility in him and consequently to discharge this responsibility he has to do work.

    NEED OF A JOB
    It is necessary to utilize some part of his capability willingly because he wants his job to continue.

    AUTHORITY OF SUPERIOR
    A manager acting under his authority can impose fine and so much so he can remove them from job so the employees utilize some part of their capability because of fear of authority

    40% IMPORTANCE OF LEADERSHIP STYLES

    HELPS IN INFLUENCING BEHAVIOUR OF PEOPLE


    HELPS FOLLOWERS IN FULLFILLING THEIR NEEDS HELPS IN INTRODUCING REQUIRED CHANGES HELPS IN SOLVING CONFLICTS EFFECTIVELY HELPS IN TRAINING AND DEVELOPMENT OF SUBORDINATE

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