Location via proxy:   [ UP ]  
[Report a bug]   [Manage cookies]                
SlideShare a Scribd company logo

MANAIG, AJ (2019)LEADERSHIP AND POWER

•Download as DOC, PDF•
•
UNIVERSITY OF PERPETUAL HELP SYSTEM DALTA - Calamba Campus
UNIVERSITY OF PERPETUAL HELP SYSTEM DALTA - Calamba Campus

Leadership styles and traits can be learned and developed over time. There are many approaches to leadership, including autocratic, democratic, and laissez-faire styles. Effective leaders demonstrate traits like honesty, confidence, strong communication skills, and the ability to inspire others. Leaders can exercise formal power derived from their position or personal power based on expertise and respect. The level of authority a leader uses can range from telling employees what to do to delegating decision-making. Developing leadership skills takes hard work but allows anyone to become a great leader.

1 of 13
LEADERSHIP AND POWER A Report Presented to the Faculty of the Graduate Studies and Applied Research College of Teacher Education Laguna State Polytechnic University Los Baños Campus, Los Baños, Laguna Submitted in Partial Fulfillment of the requirements for the subject in EM 208: Human Behavior in Organization MANAIG, APRIL JOY C. MAED- Science and Technology August 23, 2019
LEADERSHIP TRAITS, SKILLS AND STYLES Leaders become great by bringing out the best in people. It also takes hard work to be a great leader. There are many challenges to be mastered. But at the bottom of it all, as Benjamin and O’ Reilly (2011) quoted that “ Leadership is … about what you do, how you think and who you are.”  Leadership is the process of exalting others to work hard to accomplish important tasks.  Leadership is the method of influencing the activities of an individual or group in efforts toward goal achievement in a very given scenario.  Leadership is an art of mobilizing others to want to struggle for their shared aspirations. According to Hasan (2017) write on her article on the following of traits of a leader who successfully leads a great team:  Honesty and Integrity - it will require us to always tell the truth, to all people, in every situation. Tracy (2013) explains that truthfulness is that the foundation quality of the trust that's necessary.  Confidence – we need to boost our confidence to gain respect of subordinates.  Inspire others – as a leader we should also create our followers/subordinates to be a leader, that the members can be better versions of themselves.  Commitment and Passion – we need feel the excitement and enthusiasm in what we are doing our subordinates will feel.
 Good Communicator – we need to be a good listener, having verbal and non-verbal communication can help subordinates to be inspired and feel heard.  Decision-making capabilities – as a leader, we should make wise and better decisions at right time.  Accountability – as a leader we are accountable for the team’ s result whether good or bad. We need to learn that we give credit where credit is due, and take responsibility for blame when necessary.  Delegation and Empowerment – as a leader we need to allow employees to act on their behalf while delegation is giving enough lead for them to act. As a leader, you cannot do everything, right. We need to focus on our responsibilities while leaving the rest of others.  Creativity and Innovation – leaders are creative visionaries who have big ideas, and most importantly motivate people around them to turn those ideas. leaders should always think out of the box to come up with unique ideas and turn those ideas and goals into reality.  Empathy – we need to be open-minded and understand our subordinates’ on their hopes, dreams and problems so that we can build connection with them. For this reason, I can say that leadership traits are learnable. If we will always practice these traits consistently, you and I can be a great leader too. Now, take a look on the Top 10 Essential leadership qualities by Jones (2019) 1. Stay positive, even in the worst situations – we need to be optimistic when things get wrong and by creating a relaxed and happy atmosphere in the
workplace. We should always keep our members motivated in solving problems in our organization.  If we are facing challenges in our organization, we need to break down big challenges and find ways to discuss and think for possible solutions one by one. 2. Exhibit confidence everywhere - we need to boost our self confidence so that our members will also have the same confidence and be a role model for them. We want our people to look up to you for inspiration. As leaders, our members will be looking on how we behave, if we can have showed them to work under pressure, they will also do that in the same way.  Successful leaders trust themselves and place confidence in their skills. 3. Have senses of humor – people remember people who make them smile; it can ease a tense situation. This trait can foster an environment of camaraderie and makes a happier meeting or workplace. 4. Embrace failures and manage setbacks – There are times that we will face some failures and mistakes in our life. We just need to learn on dealing it. We should always keep calm and think critically on practical ways on solving dilemmas. 5. Listen and Give Feedback – communication skills should be develop as a leader whether we are using verbal and non-verbal communication with our members. Having an open communication with other people will prevent you from having misunderstandings with them. We should also listen to their side and give feedback on the things you’ ve discussed. 6. Know how and when to delegate - leaders should also considers that you have trust in your members. They also want that you appreciate their efforts
no matter how small or big it is, as well as you recognize them, they will always do their very best. 7. Inspire and Grow people around - leaders knows that we need to develop the skills of our members where in it will foster morale for them. Motivating them is making them feel that you belong with them can also inspire that being a leader is not only about the position we have. 8. Take responsibility and never blame others – leaders will never point their members on their mistakes but rather accepting the failures of it, we should never find a fault on our members because we are the one that is responsible for their actions. 9. Make decisions based on lessons learned in the past - I do believe that failures will serve as our stepping stone to be strong leader on challenges that we faced in our lives. We should always think for the best and wise decisions as a leader. 10.Lead by example and commit to do the best - leaders have their power on every word they uttered in our commitments. We should be a role model for our students so that they will also lead by example as a leader someday. Leaders aren’ t always in special positions: like king or queen, prime minister, head teachers, sports captain or a manager or boss. We don’ t have to wait until we get older to be a leader! Being a leader isn’ t all about the glory and praise it will take hard works efforts and dedications! We just need to listen, motivate, encourage, be optimistic, have sense of humor, making wise decisions, lead by example and if that is you? We can be a leader in our own ways. All of us have the chance to develop our leadership skills and to stand out from the crowd where we belong. LEADERSHIP STYLES
According to Mind Tools (2019) that Kurt Lewin developed his framework in the 1930’ s. Lewin argued that there are 3 major types of leadership: 1. Autocratic/Authoritarian leadership styles make decisions without consulting their team member, even if their input would be useful. 2. Democratic/Participative leadership styles make final decisions, but they include their team members in the decision-making process. 3. Laissez – faire leadership styles leaders give their team members a lot of freedom in how they work, and how they set their deadlines. They provide support with resources and recommendation if required, however otherwise they don’ t become involved. After Lewin’ s three theories, a number of styles used this example and developed the ideas further. As cited in Martin’ s blog (2017), that 2002 Daniel Goleman published a book Primal Leadership together with Richard Boyatzis and Annie Mckee in which he introduced six leadership styles. According to Goleman, the six styles weren’ t separate, but rather a puzzle the leader can use in order to achieve the desired outcome. 1. Visionary leadership – it is all about creating a clear vision for the organization and ensuring everyone within the organization follows it. This type of leadership is authoritative style, as it involves clear guidance on what needs to be done. 2. Coaching leadership – it emphasizes leadership development. The leader’ s role is to develop subordinates in their professional approach and help them improve their understanding of the strengths and weaknesses they face professionally.
3. Affiliate leadership – it brings harmony into the workplace and create an organization based on healthy relationships. It involves conflict-resolution and the style is effective in overcoming disagreements, turning the focus back on the tasks. 4. Democratic leadership – it enhanced participation and active communication. The leader wants to get the subordinates involved and it seeks collaboration, instead of telling them what to do. 5. Pacesetting leadership – It requires an element of quick rewards to motivate the subordinates and to act and make quick returns. 6. Commanding leadership - the leaders knows best and the subordinates’ role is to comply. It provides guidance and clear instructions on how to achieve the organization’ s objectives; the leader might come across as a ‘ know-it-all’ . MC GREGOR THEORY X AND THEORY OF Y THEORY X Managers see workers as… Sphere THEORY Y Managers see workers as… People dislike work, find it boring and will avoid it if they can. Attitude People need to work, and want to take an interest in it. Under right conditions, they can enjoy it. People must be forced, coerced or bribed to make the right effort. Direction People will direct themselves towards a target that they accept. People would rather be directed than accept responsibility, which they avoid. Responsibility People will seek and accept responsibility, under right conditions.
People are motivated mainly by money and fears about their job security. Motivation Under the right conditions, people are motivated by the desire to realize their own potential. Most people have little creativity – except when it comes to getting around rules Creativity Highly creative when given recognition and opportunity LEADERSHIP USE POWER AND AUTHORITY Giang (2013) and Essay (2013) defines that power means in many different things to different people. For some, power is seen as corrupt. For others, the more power they have, the more successful they feel. For even others, power is of no interest at all. The 5 bases of power were known by John French and Bertram Raven within the early 1960’ s through a study that they had conducted on power in leadership roles. The study showed how different types of power affected one’ s leadership ability and success in a leadership role. The 5 bases of power are divided in 2 categories: A. Position/Formal Power 1. Legitimate power - comes from having a grip of power in an organization, like being the boss or a key member of a leadership team. This power comes when workers within the organization acknowledge the authority of the individual. For example, the chief operating officer who determines the direction of the company and the resource needs of the corporate. 2. Coercive power - is conveyed through fear of losing one’ s job, being demoted, receiving a poor performance review, having prime projects taken
away, etc. This power is gotten through threatening others. For example, the VP of Sales who threatens sales people to fulfill their goals or get replaced. 3. Reward power- is sent through rewarding people for compliance with one’ s desires. This may be done through giving bonuses, raises, a promotion, extra time off from work, etc. For example, the supervisor who provides employees comp time when they meet an objective she sets for a project. B. Personal Power 4. Expert power - comes from one’ s experiences, skills or knowledge. As we tend to gain expertise above all areas, and become thought leaders in those areas, we begin to gather expert power that can be utilized to get others to help us meet our goals. For example, the Project Manager who is an expert at solving particularly challenging problems to ensure a project stays on track. 5. Referent power -comes from being trusted and respected. We can gain referent power when others trust what we do and respect us for a way we have a tendency to handle things. For example, the Human Resource Associate who is known for ensuring employees is treated fairly and coming to the rescue of those who are not. C. Other sources of Power 6. Information Power – when a person possesses needed or wanted information. This term short-power that doesn’ t necessarily influence or build credibility.
7. Connection Power – when a person attains influence by gaining favor or simply acquaintance with a powerful person. This power is all about networking. CONTINUUM OF LEADERSHIP BEHAVIOR Expert Program Management (2018) and Businessballs (2019) shows the model of Tannenbaum and Schmidt Continuum on the relationship between the level of authority you use as a leader and the freedom this allows your team. 1. TELLS – leader that tells is an authoritarian leader. They tell their team what to try and do and expect them to try and do it. o The manager will probably have considered how the team will react, but the team plays no active part in making the decision. The team may well perceive that the manager has not considered the team's welfare at all. 2. SELLS – leader makes their decision and then explains the logic behind the decision to their team. They ensure that their team understands the rationale behind the decision. o The manager makes the decision, and then explains reasons for the decision to the team, particularly the positive benefits that the team will enjoy from the decision. In so doing the manager is seen by the team to recognize the team's importance, and to have some concern for the team. 3. SUGGESTS – leaders makes their decision, explains the logic behind the decision, and then asks team members if they have any questions. o The manager presents the decision along with some of the background which led to the decision. The team is invited to ask
questions and discuss with the manager the rationale behind the decision, which enables the team to understand and accept or agree with the decision more easily 4. CONSULTS – leader that consults presents their provisional decision to their team and invites comments, suggestions, and opinions. o The manager discusses and reviews the provisional decision with the team on the basis that the manager will take on board the views and then finally decide. This enables the team to have some real influence over the shape of the manager's final decision. This also acknowledges that the team has something to contribute to the decision-making process. 5. JOINS – leader who joins presents the problem to their team and then works with the team in a collaborative manner to make the decision as to how the problem is going to be solved. o The manager presents the situation, and maybe some options, to the team. The team is encouraged and expected to offer ideas and additional options, and discuss implications of each possible course of action. The manager then decides which option to take. This level is one of high and specific involvement for the team, and is appropriate particularly when the team has more detailed knowledge or experience of the issues than the manager. 6. DELEGATES – leader that delegates asks their team to make the decision, within limits that the leader sets. o At this level the manager has effectively delegated responsibility for the decision to the team, although within the manager's stated limits.
The manager may or may not choose to be a part of the team which decides. While this level appears to gives a huge responsibility to the team, the manager can control the risk and outcomes to an extent, according to the constraints that he stipulates. However, the team must get the credit for all the positive outcomes from the decision, while the manager remains accountable for any resulting problems or disasters. 7. ABDICATES – leader who abdicates lets the team decide what problems to solve and how to solve them. o This is obviously an extreme level of freedom, whereby the team is effectively doing what the manager did in level 1. The team is given responsibility for identifying and analyzing the situation or problem; the process for resolving it; developing and assessing options; evaluating implications, and then deciding on and implementing a course of action. The manager also states in advance that he/she will support the decision and help the team implement it. The manager may or may not be part of the team, and if so then he/she has no more authority than anyone else in the team. The only constraints and parameters for the team are the ones that the manager had imposed on him from above.
REFERENCES: Benjamin, B & O’ Reilly, C. (2011) “ Becoming a Leader: Early Career Challenges Faced by MBA Graduates,” Academy of Management Learning & Education, vol. 10 p. 453. Businessballs (2019) Delegating: Tannenbaum and Schmidt Continuum. Retrieved from https://www.businessballs.com/team-management/tannenbaum-and- schmidt-continuum-delegating-to-a-group-and-developing-your-team/ Expert Program Management (2018) Tannenbaum and Schmidt Continuum . Retrieved from https://expertprogrammanagement.com/2018/11/tannenbaum- schmidt-leadership continuum/ Giang, V. (2013). The 7 Types Of Power That Shape The Workplace. Retrieved from https://amp.businessinsider.com/the-7-types-of-power-that-shape-the- workplace-2013-7 Hill, S. (2013). Qualities of leadership: Sense of humor. Retrieved from https://blog.memberclicks.com/bid/266709/Qualities-of-leadership-Sense-of- Humor Juneja, P. (n.d) Theory X and Theory Y. Retrieved from http://www.managementstudyguide.com/theory-x-y-motivation.htm Martin (2017) Leadership 101: Definition, Traits, Styles and More. Retrieved from https://www.cleverism.com/leadership-101-definition-traits-styles/ Schermerhorn, J.R. Jr. (2013) Introduction to Management, 11thEdition and 12th Edition. JohnWiley &Sons, Inc. Singapore. Tracy, B. (2013). 6 important qualities of Leadership. Retrieved from: https://mcgrawhillprofessionalbusinessblog.com/2013/04/26/the-six-qualities- of-leadership/

More Related Content

MANAIG, AJ (2019)LEADERSHIP AND POWER

  • 1. LEADERSHIP AND POWER A Report Presented to the Faculty of the Graduate Studies and Applied Research College of Teacher Education Laguna State Polytechnic University Los Baños Campus, Los Baños, Laguna Submitted in Partial Fulfillment of the requirements for the subject in EM 208: Human Behavior in Organization MANAIG, APRIL JOY C. MAED- Science and Technology August 23, 2019
  • 2. LEADERSHIP TRAITS, SKILLS AND STYLES Leaders become great by bringing out the best in people. It also takes hard work to be a great leader. There are many challenges to be mastered. But at the bottom of it all, as Benjamin and O’ Reilly (2011) quoted that “ Leadership is … about what you do, how you think and who you are.”  Leadership is the process of exalting others to work hard to accomplish important tasks.  Leadership is the method of influencing the activities of an individual or group in efforts toward goal achievement in a very given scenario.  Leadership is an art of mobilizing others to want to struggle for their shared aspirations. According to Hasan (2017) write on her article on the following of traits of a leader who successfully leads a great team:  Honesty and Integrity - it will require us to always tell the truth, to all people, in every situation. Tracy (2013) explains that truthfulness is that the foundation quality of the trust that's necessary.  Confidence – we need to boost our confidence to gain respect of subordinates.  Inspire others – as a leader we should also create our followers/subordinates to be a leader, that the members can be better versions of themselves.  Commitment and Passion – we need feel the excitement and enthusiasm in what we are doing our subordinates will feel.
  • 3.  Good Communicator – we need to be a good listener, having verbal and non-verbal communication can help subordinates to be inspired and feel heard.  Decision-making capabilities – as a leader, we should make wise and better decisions at right time.  Accountability – as a leader we are accountable for the team’ s result whether good or bad. We need to learn that we give credit where credit is due, and take responsibility for blame when necessary.  Delegation and Empowerment – as a leader we need to allow employees to act on their behalf while delegation is giving enough lead for them to act. As a leader, you cannot do everything, right. We need to focus on our responsibilities while leaving the rest of others.  Creativity and Innovation – leaders are creative visionaries who have big ideas, and most importantly motivate people around them to turn those ideas. leaders should always think out of the box to come up with unique ideas and turn those ideas and goals into reality.  Empathy – we need to be open-minded and understand our subordinates’ on their hopes, dreams and problems so that we can build connection with them. For this reason, I can say that leadership traits are learnable. If we will always practice these traits consistently, you and I can be a great leader too. Now, take a look on the Top 10 Essential leadership qualities by Jones (2019) 1. Stay positive, even in the worst situations – we need to be optimistic when things get wrong and by creating a relaxed and happy atmosphere in the
  • 4. workplace. We should always keep our members motivated in solving problems in our organization.  If we are facing challenges in our organization, we need to break down big challenges and find ways to discuss and think for possible solutions one by one. 2. Exhibit confidence everywhere - we need to boost our self confidence so that our members will also have the same confidence and be a role model for them. We want our people to look up to you for inspiration. As leaders, our members will be looking on how we behave, if we can have showed them to work under pressure, they will also do that in the same way.  Successful leaders trust themselves and place confidence in their skills. 3. Have senses of humor – people remember people who make them smile; it can ease a tense situation. This trait can foster an environment of camaraderie and makes a happier meeting or workplace. 4. Embrace failures and manage setbacks – There are times that we will face some failures and mistakes in our life. We just need to learn on dealing it. We should always keep calm and think critically on practical ways on solving dilemmas. 5. Listen and Give Feedback – communication skills should be develop as a leader whether we are using verbal and non-verbal communication with our members. Having an open communication with other people will prevent you from having misunderstandings with them. We should also listen to their side and give feedback on the things you’ ve discussed. 6. Know how and when to delegate - leaders should also considers that you have trust in your members. They also want that you appreciate their efforts
  • 5. no matter how small or big it is, as well as you recognize them, they will always do their very best. 7. Inspire and Grow people around - leaders knows that we need to develop the skills of our members where in it will foster morale for them. Motivating them is making them feel that you belong with them can also inspire that being a leader is not only about the position we have. 8. Take responsibility and never blame others – leaders will never point their members on their mistakes but rather accepting the failures of it, we should never find a fault on our members because we are the one that is responsible for their actions. 9. Make decisions based on lessons learned in the past - I do believe that failures will serve as our stepping stone to be strong leader on challenges that we faced in our lives. We should always think for the best and wise decisions as a leader. 10.Lead by example and commit to do the best - leaders have their power on every word they uttered in our commitments. We should be a role model for our students so that they will also lead by example as a leader someday. Leaders aren’ t always in special positions: like king or queen, prime minister, head teachers, sports captain or a manager or boss. We don’ t have to wait until we get older to be a leader! Being a leader isn’ t all about the glory and praise it will take hard works efforts and dedications! We just need to listen, motivate, encourage, be optimistic, have sense of humor, making wise decisions, lead by example and if that is you? We can be a leader in our own ways. All of us have the chance to develop our leadership skills and to stand out from the crowd where we belong. LEADERSHIP STYLES
  • 6. According to Mind Tools (2019) that Kurt Lewin developed his framework in the 1930’ s. Lewin argued that there are 3 major types of leadership: 1. Autocratic/Authoritarian leadership styles make decisions without consulting their team member, even if their input would be useful. 2. Democratic/Participative leadership styles make final decisions, but they include their team members in the decision-making process. 3. Laissez – faire leadership styles leaders give their team members a lot of freedom in how they work, and how they set their deadlines. They provide support with resources and recommendation if required, however otherwise they don’ t become involved. After Lewin’ s three theories, a number of styles used this example and developed the ideas further. As cited in Martin’ s blog (2017), that 2002 Daniel Goleman published a book Primal Leadership together with Richard Boyatzis and Annie Mckee in which he introduced six leadership styles. According to Goleman, the six styles weren’ t separate, but rather a puzzle the leader can use in order to achieve the desired outcome. 1. Visionary leadership – it is all about creating a clear vision for the organization and ensuring everyone within the organization follows it. This type of leadership is authoritative style, as it involves clear guidance on what needs to be done. 2. Coaching leadership – it emphasizes leadership development. The leader’ s role is to develop subordinates in their professional approach and help them improve their understanding of the strengths and weaknesses they face professionally.
  • 7. 3. Affiliate leadership – it brings harmony into the workplace and create an organization based on healthy relationships. It involves conflict-resolution and the style is effective in overcoming disagreements, turning the focus back on the tasks. 4. Democratic leadership – it enhanced participation and active communication. The leader wants to get the subordinates involved and it seeks collaboration, instead of telling them what to do. 5. Pacesetting leadership – It requires an element of quick rewards to motivate the subordinates and to act and make quick returns. 6. Commanding leadership - the leaders knows best and the subordinates’ role is to comply. It provides guidance and clear instructions on how to achieve the organization’ s objectives; the leader might come across as a ‘ know-it-all’ . MC GREGOR THEORY X AND THEORY OF Y THEORY X Managers see workers as… Sphere THEORY Y Managers see workers as… People dislike work, find it boring and will avoid it if they can. Attitude People need to work, and want to take an interest in it. Under right conditions, they can enjoy it. People must be forced, coerced or bribed to make the right effort. Direction People will direct themselves towards a target that they accept. People would rather be directed than accept responsibility, which they avoid. Responsibility People will seek and accept responsibility, under right conditions.
  • 8. People are motivated mainly by money and fears about their job security. Motivation Under the right conditions, people are motivated by the desire to realize their own potential. Most people have little creativity – except when it comes to getting around rules Creativity Highly creative when given recognition and opportunity LEADERSHIP USE POWER AND AUTHORITY Giang (2013) and Essay (2013) defines that power means in many different things to different people. For some, power is seen as corrupt. For others, the more power they have, the more successful they feel. For even others, power is of no interest at all. The 5 bases of power were known by John French and Bertram Raven within the early 1960’ s through a study that they had conducted on power in leadership roles. The study showed how different types of power affected one’ s leadership ability and success in a leadership role. The 5 bases of power are divided in 2 categories: A. Position/Formal Power 1. Legitimate power - comes from having a grip of power in an organization, like being the boss or a key member of a leadership team. This power comes when workers within the organization acknowledge the authority of the individual. For example, the chief operating officer who determines the direction of the company and the resource needs of the corporate. 2. Coercive power - is conveyed through fear of losing one’ s job, being demoted, receiving a poor performance review, having prime projects taken
  • 9. away, etc. This power is gotten through threatening others. For example, the VP of Sales who threatens sales people to fulfill their goals or get replaced. 3. Reward power- is sent through rewarding people for compliance with one’ s desires. This may be done through giving bonuses, raises, a promotion, extra time off from work, etc. For example, the supervisor who provides employees comp time when they meet an objective she sets for a project. B. Personal Power 4. Expert power - comes from one’ s experiences, skills or knowledge. As we tend to gain expertise above all areas, and become thought leaders in those areas, we begin to gather expert power that can be utilized to get others to help us meet our goals. For example, the Project Manager who is an expert at solving particularly challenging problems to ensure a project stays on track. 5. Referent power -comes from being trusted and respected. We can gain referent power when others trust what we do and respect us for a way we have a tendency to handle things. For example, the Human Resource Associate who is known for ensuring employees is treated fairly and coming to the rescue of those who are not. C. Other sources of Power 6. Information Power – when a person possesses needed or wanted information. This term short-power that doesn’ t necessarily influence or build credibility.
  • 10. 7. Connection Power – when a person attains influence by gaining favor or simply acquaintance with a powerful person. This power is all about networking. CONTINUUM OF LEADERSHIP BEHAVIOR Expert Program Management (2018) and Businessballs (2019) shows the model of Tannenbaum and Schmidt Continuum on the relationship between the level of authority you use as a leader and the freedom this allows your team. 1. TELLS – leader that tells is an authoritarian leader. They tell their team what to try and do and expect them to try and do it. o The manager will probably have considered how the team will react, but the team plays no active part in making the decision. The team may well perceive that the manager has not considered the team's welfare at all. 2. SELLS – leader makes their decision and then explains the logic behind the decision to their team. They ensure that their team understands the rationale behind the decision. o The manager makes the decision, and then explains reasons for the decision to the team, particularly the positive benefits that the team will enjoy from the decision. In so doing the manager is seen by the team to recognize the team's importance, and to have some concern for the team. 3. SUGGESTS – leaders makes their decision, explains the logic behind the decision, and then asks team members if they have any questions. o The manager presents the decision along with some of the background which led to the decision. The team is invited to ask
  • 11. questions and discuss with the manager the rationale behind the decision, which enables the team to understand and accept or agree with the decision more easily 4. CONSULTS – leader that consults presents their provisional decision to their team and invites comments, suggestions, and opinions. o The manager discusses and reviews the provisional decision with the team on the basis that the manager will take on board the views and then finally decide. This enables the team to have some real influence over the shape of the manager's final decision. This also acknowledges that the team has something to contribute to the decision-making process. 5. JOINS – leader who joins presents the problem to their team and then works with the team in a collaborative manner to make the decision as to how the problem is going to be solved. o The manager presents the situation, and maybe some options, to the team. The team is encouraged and expected to offer ideas and additional options, and discuss implications of each possible course of action. The manager then decides which option to take. This level is one of high and specific involvement for the team, and is appropriate particularly when the team has more detailed knowledge or experience of the issues than the manager. 6. DELEGATES – leader that delegates asks their team to make the decision, within limits that the leader sets. o At this level the manager has effectively delegated responsibility for the decision to the team, although within the manager's stated limits.
  • 12. The manager may or may not choose to be a part of the team which decides. While this level appears to gives a huge responsibility to the team, the manager can control the risk and outcomes to an extent, according to the constraints that he stipulates. However, the team must get the credit for all the positive outcomes from the decision, while the manager remains accountable for any resulting problems or disasters. 7. ABDICATES – leader who abdicates lets the team decide what problems to solve and how to solve them. o This is obviously an extreme level of freedom, whereby the team is effectively doing what the manager did in level 1. The team is given responsibility for identifying and analyzing the situation or problem; the process for resolving it; developing and assessing options; evaluating implications, and then deciding on and implementing a course of action. The manager also states in advance that he/she will support the decision and help the team implement it. The manager may or may not be part of the team, and if so then he/she has no more authority than anyone else in the team. The only constraints and parameters for the team are the ones that the manager had imposed on him from above.
  • 13. REFERENCES: Benjamin, B & O’ Reilly, C. (2011) “ Becoming a Leader: Early Career Challenges Faced by MBA Graduates,” Academy of Management Learning & Education, vol. 10 p. 453. Businessballs (2019) Delegating: Tannenbaum and Schmidt Continuum. Retrieved from https://www.businessballs.com/team-management/tannenbaum-and- schmidt-continuum-delegating-to-a-group-and-developing-your-team/ Expert Program Management (2018) Tannenbaum and Schmidt Continuum . Retrieved from https://expertprogrammanagement.com/2018/11/tannenbaum- schmidt-leadership continuum/ Giang, V. (2013). The 7 Types Of Power That Shape The Workplace. Retrieved from https://amp.businessinsider.com/the-7-types-of-power-that-shape-the- workplace-2013-7 Hill, S. (2013). Qualities of leadership: Sense of humor. Retrieved from https://blog.memberclicks.com/bid/266709/Qualities-of-leadership-Sense-of- Humor Juneja, P. (n.d) Theory X and Theory Y. Retrieved from http://www.managementstudyguide.com/theory-x-y-motivation.htm Martin (2017) Leadership 101: Definition, Traits, Styles and More. Retrieved from https://www.cleverism.com/leadership-101-definition-traits-styles/ Schermerhorn, J.R. Jr. (2013) Introduction to Management, 11thEdition and 12th Edition. JohnWiley &Sons, Inc. Singapore. Tracy, B. (2013). 6 important qualities of Leadership. Retrieved from: https://mcgrawhillprofessionalbusinessblog.com/2013/04/26/the-six-qualities- of-leadership/