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NSTP Week 15

There are several frameworks that can help define different leadership styles. Lewin identified three main styles: autocratic, democratic, and laissez-faire. The Blake-Mouton Managerial Grid assesses leaders based on their concern for people and concern for results, categorizing styles as impoverished, produce or perish, middle-of-the-road, country club, and team management. The Hershey-Blanchard Situational Leadership Theory argues that effective leadership requires adapting one's style to the maturity and readiness levels of followers.

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35 views4 pages

NSTP Week 15

There are several frameworks that can help define different leadership styles. Lewin identified three main styles: autocratic, democratic, and laissez-faire. The Blake-Mouton Managerial Grid assesses leaders based on their concern for people and concern for results, categorizing styles as impoverished, produce or perish, middle-of-the-road, country club, and team management. The Hershey-Blanchard Situational Leadership Theory argues that effective leadership requires adapting one's style to the maturity and readiness levels of followers.

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Zhannel Suzara
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LEADERSHIP STYLES

From Mahatma Gandhi, Wilson Churchill, Martin Luther King, and Steve Jobs, there can be as
many ways to lead people as there are leaders. Fortunately, business people and psychoologists
have developed useful frameworks that describe the main ways that people lead. When you
understand these frameworks, you can develop your own approach to leadership and become a
more effective leader as a result.

I. LEWIN’S LEADERSHIP STYLES


- Psychologist Kurt Lewin developed his leadership styles framework in 1930s and it
provided the foundation of many of the approaches that followed afterwards.
- He argued that there are 3 major leadership styles.

3 MAJOR LEADERSHIP STYLES


 AUTOCRATIC LEADERS/LEADERSHIP
- Autocratic leaders make decisions without consulting their team members even if their input will
be useful.

 DEMOCRATIC LEADERS/LEADERSHIP
- They make final decisions but they include team members in the decision-making process.

 LAISSEZ-FAIRE LEADERS/LEADERSHIP
- Leaders give their team members a lot of freedom in how they do their work and how they set
their deadlines. They provide support with resources and advice if needed, but otherwise they
don't get involved.

II. THE BLAKE-MOUTON MANAGERIAL GRID


- Provides a simple way to understand your leadership style for you to take steps to address your
weaknesses to become a better leader.
- Characterize leaders based on two dimensions: Concern for People; Concern for Results.
- Categorizes leaders into five styles of management: Impoverished; Produce or Perish; Middle-
of-the-Road; Country Club; Team

CONCERN FOR PEOPLE


- The degree to which the leader considers the needs of their team members when deciding her
best to complete a task.

CONCERN FOR RESULTS


- Leaders with high concern for results emphasize deadlines, goals, and high productivity when
determining her best to achieve a task.

 IMPOVERISHED MANAGEMENT (Low people/Low results)


- Focus is low on people but also low in results.
- Indifferent to both people and results.
- When to use: only advisable if you have a highly motivated and competent team working for
you. Use with caution.

 PRODUCE OR PERISH MANAGEMENT (Low people/High results)


- Low people focus and high results focus.
- Only interested in results.
- Can often be autocratic and you see your team as a means to an end to achieve results, nothing
more.
- When to use: urgent situations.

 MIDDLE-OF-THE-ROAD MANAGEMENT (Medium people/Medium results)


- Medium focus on people and a medium focus on results.
- A leader that seeks to find a middle ground balancing the needs of the organization against the
needs of your team.
- When to use: only appropriate if you decide to leave one of your teams to their own devices to
focus on higher priorities temporarily.

 COUNTRY CLUB MANAGEMENT (High people/Low results)


- High focus on people, very low focus on results.
- You are more concerned with the needs of your team than you are for achieving organizational
results.
- Although the environment will be nice to work in, it won’t be productive.
- When to use: use sparingly when there is a burnout risk or your team has been working hard
recently and is in danger of burnout

 TEAM MANAGEMENT (High people/High results)


- High focus on people and high focus on results.
- You demand great results but also work hard to meet the needs of your team.
- This is the best type of leader to be (most of the time).
- When to use: all of the time, apart from when one of the other styles may be more appropriate
for a specific situation.

USING THE MODELS


 Step 1: Identify where you are
 List the last few initiatives you worked on.
 For each initiative, score your concern for people and production, and place your
score onto the grid.

 Step 2: Create an action plan


 Helps address your weaknesses.
 To help you move and become a more team focused style.

 Are you really as good as you think you are?

ADVANTAGES AND DISADVANTAGES OF THE GRID


 ADVANTAGES
 Can help leaders understand their natural leadership style.
 From this, leaders can create a personal development plan to progress towards a
team management style.

 DISADVANTAGES
 It’s overly simplistic.
 The model is focused on the leader and doesn’t pay attention to other factors
TWO ADDITIONAL STYLES
1. OPPORTUNISTIC MANAGEMENT
- This means that some managers can be opportunistic or put their own needs first.
- Managers adapt their style to whichever style they feel will bring them personal benefit.

2. PATERNALISTIC MANAGEMENT
- Alternates between country club and produce or perish styles of management.
- This type of manager knows both results and the team’s needs.

2 MAJOR CONCERN
 PEOPLE-ORIENTED
- People-oriented leadership style focuses on organizing supporting and developing your team
members. You are concerned to focus on your people.

 TASK-ORIENTED
- Task-oriented leadership style focus on getting the job done. It focuses on the process of
completing the task. You define your work and goals required, put structures in place, and plan,
organize, and monitor work.

III. THE HERSHEY-BLANCHARD SITUATIONAL LEADERSHIP THEORY


- First published in 1969, the Hershey-Blanchard situational leadership theory argues that you
need to use different leadership styles depending on the maturity of your team members.
- For relatively immature individuals, you need a more directing approach. While with a higher
maturity people, you need a more participative or delegating leadership style.

SITUATIONAL LEADERSHIP (MODEL)


- Was originally designed to help managers in organizations.
- Different variations of models but same fundamental concepts.
- PREMISE: Leaders need to adapt their leadership style to the individual and the situation.

3 VARIABLES
 TASK EMPHASIS
- The amount of guidance and direction a leader provides.

 SOCIO-EMOTIONAL EMPHASIS
- The amount of emotional support (you need to provide).

 READINESS LEVEL
- The level of readiness that individuals demonstrate in performing a specific task, function, or
objective.

 FOLLOWER READINESS
- How ready a person is to perform a particular task.

2 VARIABLES OF READINESS
1. COMPETENCE/ABILITY
2. CONFIDENCE/WILLINGNESS/COMMITMENT

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