Leadership Styles Management Essay

Production-centered managers enured rigid subject atomic number 18a standards, organized asks down to the extend detail, prescribed work methods o be followed and closely supervised their subordinates work Employee-centered managers encouraged subordinate participation in goal setting and in other work closes and helped ensure high performance by exalt trust and respect most hard-hitting leadershipMost effective leaders were those who had supportive relationships with their subordinates, tended to use group rather than individual decision making, and encouraged their subordinates to set and achieve high performance goals.Managerial storage-battery grid (Blake and Mouton Studies)developed by Robert Blake and Jane Mouton identifies 5 different types of worry doingss based on the various ways that task-oriented and employee-oriented styles can interact with severally other means 1,1 (impoverished counsel) low revive for people, low concern for tasks or production laiss ez-faire management leader abdicates his or her leadership officeStyle 1,9 (country club management) high concern for employees, low concern for tasksStyle 9,1 (task or authoritarian management) high concern for production and efficiency, low concern for employeesStyle 5,5 (middle-of-the-road management) an intermediate amount of concern for twain production and employee atonementStyle 9,9 ( team or democratic management) high concern for both production and employee morale and satisfaction most effective leadership behaviorHi. Alam kong FC ako sa ginagawa ko pero di ko na talaga matiis eh. Haha. Sorry kung na-intrude ko ang privacy mo dito sa FB. Masyado lang kasi akong na-mesmerized chew up sa flooring mong ICH Book 1. Di ko nga alam kung gagamit ako ng po at opo o tatawagin kitang Ate habang tinatype ko to.Haha. Kahit hindi ako nagcocomment sa updates mo (sorry po, tinatamad kasi akong gumawa ng narrative doon D), gusto ko lang sabihin na nagustuhan ko yung plot ng st ory mo at grabe ang kaba ko habang papalapit na ako sa ending.Kahit ending na sya, naramdaman ko pa rin yung thrill. Hindi nakakasawang ulit-ulitin. Noon pa, curious na talaga ako sa individuality mo pero may hint na ako na sa UP ka nag-aaral dahil dun sa jeepney ekek na nasabi mo. 3 Curiousity killed the cat but satisfaction brought it back. Wala lungs trip ko lang po isingit to. Mehehehe. Nakita ko po kasi yung link para sa FB account mo kaya ni-click ko na. XD First time kong mag-message sa isang writer ng story kaya pagpasensyahan mo na ako kung mukhang walang sense itong na-type kong message. Wahaha. Yun lang, byebye. =) FC ako, SORRY po ulet. )))) System 4 directionRensis Likert, incorporating the basic style categories of task orientation and employee orientation, devised his own model of management effectiveness.Four Leadership SystemsSystem 1characterized as exploitive and authoritativeManagers make all work-related decisions and order their subordinates to carry them ou t. Failure to meet the managers goals results in threats or punishments. Managers have little trust or confidence in subordinates.Subordinates fear the managers.System 2benevolent authoritativeSubordinates who meet or exceed the managers goals may be rewarded. Managers have a condescending perspective toward their subordinates and subordinates are cautious when dealing with their managers.System 3consultativeManagers set goals and issue general orders after discussing them with subordinates. Subordinates can make their own decisions just about how to carry out their ttasks. Rewards are used to motivate subordinates.Subordinates feel justify to discuss most work-related matters with their managers, who, in turn, feel that to a large end subordinates can be trusted to carry out their tasks properly.System 4participativeLikerts final and most favored management styleGoals are set and work-related decisions are made by group.To motivate subordinates, managers not notwithstanding use economic rewards but also try to give their subordinates feelings of price and importance Performance standards exist to permit self-appraisal by subordinates, rather than to supply managers with a tool to control subordinates. Interaction between managers and subordinates is frank, friendly, and trusting.Low productivity Systems 1 and 2 stylesHigh productivity Consultative or Participative leadership style System 4 management desirable management in a wide variety of work situationsHigh in ruminationLowest turnover ratesHighest employee satisfactionLow in servantHigh in initiating structtureHigh grievance and turnover rates