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Leadership and Empowerment
Transcript of Leadership and Empowerment
path-goal view of leadership
initially presented by Martin C. Evans. Path-Goal Leadership states that leader's job is to use structure, support, and rewards to create a work environment the helps employees reach the organization's goals. Major Roles 1. to create a goal orientation 2. to improve the path toward the
goals so they will be attained. Path-Goal Process Leader Identifies
employee needs Appropriate goals
are established Leaders connects
rewards with goals Leader provide assistance
on employee path
towards goals. Employees become satisfied and motivated, and they accept the leader. Effective Performance
occurs. Both employees and organization are better able to reach their goals. Task Support when leaders help assemble such as: resources budgets power Psychological Support leaders must stimulate people to want to do the job and attend to their emotional needs. Leadership
Styles Directive Leadership -- the leader focuses in clear task assignments, standards of successful performance, and work schedules. Supportive Leadership -- the leader demonstrates concern for employees' well-being and needs, while trying to create a pleasant environment. Achievement Leadership --the leader sets high expectations for employees, communicates confidence in their ability to achieve challenging goals, and enthusiastically models and desired behaviors. Participative Leadership -- the leaders invites employees to provide input to decisions, and seriously seeks to use their suggestions as final decisions are made. Contingency Factors 1. the general work environment 2. the specific characteristics of the employee. The 3 significant variables in each employee 1. Locus of Control - refers to alternative beliefs about
whether an employee's achievements
are: Internal Locus - employee's achievement are the product
of his or her own effort. External Locus - employee's achievement are the result of outside forces. colleagues resources stress time management 2.Employees willingness to accept the influence of others 3. self-perceived task ability Vroom's Decision-Making Model Problem Attributes Decision-quality dimensions include cost considerations and the availability of information
and whether or not the problem is structured. Employee-acceptance dimensions include the need for commitment, their prior approval, the congruence of their goals with the organization's objectives, and the likelihood of conflict among the employees Leadership Options Autocratic I leader individually solves the problem using the information already available. Autocratic II leader obtains data from subordinates and then decides. Consultative I leader explains problem to individual subordinates and obtains idea from each before deciding Group II leader shares problem with group and a facilities a discussion of alternative and a reaching of group agreement on a solution. a useful decision model for selecting among various degrees of leadership style. Vroom's Decision-Making Model a useful model for selecting among various degrees of various of leadership style. Vroom's Decision-Making Model A. Structured / Unstructured B. Formal Authority C. Work Group 1) Task Characteristics 1. How important is technical quality with regard to the decision being made? 2. How important is Subordinate commitment to the decision (employee acceptance)?
3. Do you already have sufficient information to make a high-quality decision ?
4. Is the problem well structured ?
5. If you made the decision, would the subordinates be likely to accept it?
6. Do subordinates share the goals to be attained in solving the problem?
7. Is there likely to be conflict among subordinates over alternative solutions?
8. Do subordinates have sufficient information to allow them to reach a high-quality solution? Consultative II leader meets with group of subordinates to share the problem and obtain inputs, then decide. End =)