Contemporary Leadership Styles grid, contingency, transactional, transformational, servant theories

GRID Managerial Grid Model Manager’s concern for employees and production Plots the degree of task-centeredness versus person-centeredness Initially, 5 leadership styles associated with this type of leadership Now, 2 more including the element of resilience GRID

Grid The Indifferent or Impoverished Leader The Country Club or Accommodating The Status Quo or Middle- of-the-Road The Dictatorial or Produce, Perish or Control (Similar to Autocratic Leader) The Sound or Team TWO EDITIONS: 6. The Opportunistic Style or OPP 7. The Paternalistic Style or PAT Grid

The Indifferent or Impoverished Leader These leaders show little concern for employees or production Preserving their employment Ineffective The Indifferent or Impoverished Leader

The Country Club or Accommodating These leaders will go above and beyond for employees Self-motivated environment Lack of attention on reaching task goals The Country Club or Accommodating

The Status Quo or Middle-of-the-Road Balance Employees are indifferent Production level is adequate The Status Quo or Middle-of-the-Road

The Dictatorial or Produce, Perish or Control Focus is mostly on production Not much concern for employees Rigid and strict High employee turnover The Dictatorial or Produce, Perish or Control

The Sound or Team Considered most effective Team environment High employee satisfaction Effective productivity The Sound or Team

The Opportunistic Style or OPP (anywhere on grid) Seek opportunity Want to reach objectives Do anything to reach their goals The Opportunistic Style or OPP (anywhere on grid)

The Paternalistic Style or PAT (migrates from top to bottom of grid) Guide employees Set goals for themselves and employees Reward/Punishment The Paternalistic Style or PAT (migrates from top to bottom of grid)

CONTINGENCY Theories of Leadership Contingency Approach: looking at leadership success in varying situations Continuum

Tannenbaum and Schmidt

Fielder’s Contingency Model Considers: Quality of leader-member relations (good or poor) Degree of task structure (high or low) Amount of power position (strong or weak) Fielder’s Contingency Model

Hersey-Blanchard Situational Leadership Theory (Contingency) LOOKS AT “READINESS” IN BEHAVIOUR Hersey-Blanchard Situational Leadership Theory (Contingency)

HOUSE’S PATH-GOAL THEORY Effective leaders set goal 4 leadership style: Directive Supportive Achievement-oriented Participative HOUSE’S PATH-GOAL THEORY

OTHER CONTINGENCY THEORIES: Substitutes for leadership Vroom-Jago Leader-Participation Theory

“Often used to describe the approach of managers who apply the insights of the reader-behaviour and contingency theories, particularly the path-goal theory” (532) Ultimately, leader wants employees to work hard and perform well Transactional

Transformational Leadership Inspirational leadership Leaders achieve extraordinary performance Changing how things are usually done Transformational Leadership

Qualities of Transformational Leaders Vision Charisma Symbolism (celebrating excellence) Empowerment Intellectual stimulation Integrity Qualities of Transformational Leaders

SHARES POWER PUTS NEEDS OF OTHERS FIRST; NOT THEIR FEELINGS FOCUS NOT ON LEADER Servant Theories

Qualities of a Servant Leader Listening. Empathy. Healing. Awareness. Persuasion. Conceptualization. Foresight. Stewardship. Commitment to the growth of people. Building community. Qualities of a Servant Leader