Leadership
Content
LEADERSHIP
STYLES
SUBMMITED TO: MS. NISHU SETIA MAM
SUMMITED BY: MS. RASHAMDEEP KAUR ROLL NO. - 2912918 CLASS - MBA 2nd SEM
LEADERSHIP STYLES
LIKERT’S MANAGEMENT SYSTEM
MANAGERIAL GRID
LINKERT’S 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
STYLES
SUBMMITED TO: MS. NISHU SETIA MAM
SUMMITED BY: MS. RASHAMDEEP KAUR ROLL NO. - 2912918 CLASS - MBA 2nd SEM
LEADERSHIP STYLES
LIKERT’S MANAGEMENT SYSTEM
MANAGERIAL GRID
LINKERT’S 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
