However, when compromising, leaders risk that neither the concern for people nor the concern for production is fully met. This model identifies five different leadership styles based on the concern for people and theconcern for production. The leader has neither a high regard for creating efficient systems or rules to structure work processes, nor for creating a motivated or satisfied work environment. Words: 261 - Pages: 2. It tries to compromise different needs, and may seem as a great solution. Submitted By elison Words 263 Pages 2 Zxczxc zxczxc zxczxc zczxc 123123 aqsdasd aweqwe qwe qwe qweqwe 52413541 541 54 541 5+4 5+4 654 wasd aw awd qwe 123 123 asd asd54 654 54 we awe qwe 123 asd zxc q23 1zxczxczxcccccccccczxc csse qwe qwe 123 123 123 21345235 234 5234 234 234 23423 423 4k23 4 234 234 234 234 234 234 2 kljklj lkj lkj klj lkj lkj lkj lkj lkj lkj lkj lkj lkj lkj lkj lkj lkj lkj asd asd asd asd asd asdasnd lkj lkhj lkh ljh jh jh kj h kjh kjh kjh kjh kjh kjh kj a a a a a a a a a a a a a a a a a a x x x x x x x x x x c c c c c v v v v b b b bz z z z xx c c v v b b as d 23 q a s d d fg g g h h j j j j j q 3 3 2 2 2 3 a s dc d z xc cd c sad we 123 d d d d d d d d d d d d a a we qwe qwe dddddddddddd dddddddddddddddd ddddddddddddddd ddddddddddddd ddddddddd zzzzzzzzzzzz ddddddddddd zzzzzzzzzz d d d d d d s s s s qwe c c x x x g v b b z z z x x x cd c v v b b b q w w e e r t y h a a w e g h jh j e e t….
This creates an atmosphere of team spirit, where each team member is highly motivated and satisfied, which commits the worker to work hard and increase productivity. This leader also sees workforce needs as secondary to the need of a productive and efficient workplace. Leaders must therefore analyze which leadership style is called for, and afterwards analyze whether or not they conduct the most appropriate style. This may lead to average performance, where top results may not be achieved. Thirdly, leaders should put their leadership style into the respective situational context, and try to balance their leadership style to the needs found in the organization. Use of the managerial grid Firstly, leaders should plot their own style into the managerial grid, and diagnose which leadership style they are conducting.
The model is an excellent way to map out different leadership styles, and an excellent way to evaluate the leadership performed by leaders and managers. Workers may end up moderately motivated and satisfied, and production may only become moderately effective. . These leaders both stress the importance of workforce needs and production needs. Moreover, taking into consideration the following: 1. However, production may suffer under this leadership style, and the effectiveness of the organization may suffer due to a lack of direct supervision and control.
The managerial grid model 1964 , developed by Robert Blake and Jane Mouton, is a behavioral leadership model. A high degree of concern could be coupled to a more democratic leadership style, whereas a low concern for people could be coupled to an autocratic leadership style. This leader probably supposes that members of the organization will work hard if the feel happy and secure. The result of this leadership style could be a highly disorganized workplace with low satisfaction and motivation. By charting the position in the grid it is possible to diagnose which leadership style is being performed, and to evaluate the appropriateness of the style of leadership. The team leadership style may not be best in all situations, and some situations, like e. Concern for People relates to the degree to which a leader considers needs of employees and team members before deciding how to accomplish a task.
Secondly, leaders can evaluate their leadership style, and assess if they could improve their leadership style in some way. This leader manages to engulf workers into the importance of production efficiency, and manages to motivate employees. The model is graphically illustrated at the end of the article. . .
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