Hui is the best ways to get it at end of the day, Schemes and Mind Maps of Law

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MODULE 3

LEADERSHIP FOR MANAGERIAL PERFORMANCE

Syllabus

3.1ContingencyTheory–Path-GoalTheory

3.2Leadership Member Exchange Theory

3.3LeadershipStyles

Transactional Leadership Transformational Servant Leadership Authentic Leadership

◻ According to House and Mitchell (1974), leadership generates motivation when it increases the number and kinds of payoffs that followers receive from their work.

◻ Leadership also motivates when it makes the path to the goal clear and easy to travel through coaching and direction, removing obstacles and roadblocks to attaining the goal, and making the work itself more personally satisfying

The basic idea behind path-goal theory

Follower Characteristics

◻ Follower characteristics determine how a leader’s behavior is interpreted by followers in a given work context.

◻ Researchers have focused on followers’ needs for affiliation, preferences for structure, desires for control, and self perceived level of task ability.

◻ These characteristics and many others determine the degree to which followers find the behavior of a leader an immediate source of satisfaction or instrumental to some future satisfaction.

Task characteristics

◻ Task characteristics also have a major impact on the way a leader’s behavior influences followers’ motivation. ◻ Task characteristics include the design of the follower’s task, the formal authority system of the organization, and the primary work group of followers. ◻ Collectively, these characteristics in themselves can provide motivation for followers. ◻ When a situation provides a clearly structured task, strong group norms, and an established authority system, followers will find the paths to desired goals apparent and will not need a leader to clarify goals or coach them in how to reach these goals. ◻ Followers will feel as if they can accomplish their work and that their work is of value. ◻ Leadership in these types of contexts could be seen as unnecessary, unempathic , and excessively controlling.

LEADERSHIP MEMBER

EXCHANGE THEORY

◻ This theory, also known as LMX or the Vertical Dyad Linkage Theory , explores how leaders and managers develop relationships with team members; and it explains how those relationships can either contribute to growth or hold people back.

Leadership Theory Exchange alters time

Features

The Leader member exchange Theory

Role taking

Role making

Routinizatio n

Little responsibility Simple tasks

Need to earn Trust Members categorized In group have security Out group often side lined

1. Role-Taking

◻ Role-taking occurs when team members first join the group. Managers use this time to assess new members' skills and abilities.

3. Routinization

◻ During this last phase, routines between team members and their managers are established.

◻ In-Group team members work hard to maintain the good opinion of their managers, by showing trust, respect, empathy, patience, and persistence.