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Apply The Role of A Leader and The Function of A Manager in Given Contexts

The document discusses different leadership styles and theories that may be applied depending on the situation, including situational leadership, systems leadership, and the Hersey-Blanchard model. It describes the path-goal model which specifies a leader's style to fit the employee and environment to increase motivation and productivity. Variables that influence leadership style choice are also outlined, such as manager and follower characteristics, organization type, and task nature.

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Hadeel Abdul Salam
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51 views

Apply The Role of A Leader and The Function of A Manager in Given Contexts

The document discusses different leadership styles and theories that may be applied depending on the situation, including situational leadership, systems leadership, and the Hersey-Blanchard model. It describes the path-goal model which specifies a leader's style to fit the employee and environment to increase motivation and productivity. Variables that influence leadership style choice are also outlined, such as manager and follower characteristics, organization type, and task nature.

Uploaded by

Hadeel Abdul Salam
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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Apply the role of a leader

and the function of a


manager in given
contexts
LO2
Introduction
• No one best form of leadership
• We have seen that there are many alternative
forms and styles of leadership.
• Clearly, there is no one ‘best’ form of leadership
that will result in the maintenance of morale
among group members and high work
performance.
• An effective manager will clearly recognise that
different styles of leadership are called for in
different situations.
Variables effecting leadership
• Characteristics of the manager – personality,
attitudes, abilities, value-system and personal
credibility
• Characteristics of the followers – diversity, needs
and expectations, attitudes, knowledge, confidence
and experience, and motivation and commitment;
• Type and nature of the organisation, organisation
culture and structure;
• Nature of the tasks to be achieved and time scales;
technology, systems of communication and methods
of work organisation; informal organisation.
Leadership styles
• How situations affect the role of a leader and
function of a manager:

1.Situational leadership: path- goal module


2.Systems leadership,
3.Task or relationship-orientated Approaches:
Hersey and Blanchard's
Path-Goal model
• The Path-Goal model is a theory based on
specifying a leader's style or behavior that best
fits the employee and work environment in order
to achieve a goal.
• The goal is to increase your employees'
motivation, empowerment, and satisfaction so
they become productive members of the
organization.
• Also, guide the employees through their path in
the obtainment of their daily work activities
(goals) 
Four styles of leaders:

Directive: The leader informs his Participative: The leader consults


followers on what is expected of them, with his followers before making a
such as telling them what to do, how to decision on how to proceed. It is most
perform a task, and scheduling and effective when subordinates are highly
coordinating work. It is most effective trained and involved in their work.
when people are unsure about the task or
when there is a lot of uncertainty within
the environment.
Achievement: The leader sets
challenging goals for his followers,
expects them to perform at their
Supportive: The leader makes work highest level, and shows confidence in
pleasant for the workers by showing their ability to meet this expectation. It
concern for them and by being friendly is most effective in professional work
and approachable. It is most effective in environments, such as technical,
situations in which tasks and relationships scientific; or achievement
are physically or psychologically environments, such as sales.
challenging.
Systems leadership
• A leader is someone who can coordinate and
work with other leaders inside and outside of his
system (organization).
• A leader who can manage and motivate a
network of people in different departments and
doing jobs.
• A leader who connect other leaders together,
bring in individuals and organizations together.
Hersey-Blanchard Leadership Module
• The Hersey-Blanchard Leadership Theory has
two pillars:
1.Leadership style ( to what extent employees
accept the leader)
2.The maturity level (readiness) of those being
led.

https://www.youtube.com/watch?v=QCZ_i0b_M3E
• To Hersey and Blanchard, there leadership styles
stem from four basic behaviors, designated with a
letter-number combination:

• S-1 Telling: directional flow of information from the


leader to the group.
• S-2 Selling: attempts to convince the group of that
the leader should lead by providing social and
emotional support to the individual being convinced.
• S-3 Participating: shares decision making with the
group, making the system more democratic. 
• S-4 Delegating: distribute tasks to group members. 
• Blanchard overlays levels of competency-
commitment, again, with a letter designation:
• D1 - Low competence and low commitment
• D2 - Low competence and high commitment
• D3 - High competence and low/variable
commitment
• D4 - High competence and high commitment

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