Based on Henry Mintzberg’s classic study on the ten key roles of a manager.
Ambition, motivation, honesty, self confidence and a high need for achievement are key traits that leaders have.Personality tests that are administered to job applicants as part of the interview process for key managerial positions are a direct application of trait theories of leadership.
For example, consider an experienced and well-trained supervisor of a group manufacturing a part for a personal computer. The leader is highly supported by his group members and can grant raises and make hiring and firing decisions. This supervisor has very high situational control and is operating in situation 1 in Figure 13.2.Those leaders operating in situations 2 and 3 would have high situational control, though lower than the production supervisor.
Each situation in the model is a unique combination of leader-member relations, task structure, and position power.The task-motivated leader has greater group effectiveness whether situational control is very high or very low.
House proposed four types of leadership behavior: directive, supportive, achievement oriented, and participative.Contingency situations are focused on either the subordinates attributes or the work-setting attributed.
Leader adjusts either the task behaviors, such providing more direction, or relationship behavior, providing socio-emotional support.Suggests that there is no single, best way to lead.
The model requires the leader to diagnose the demands of the situation implement the response that is most effective in the situation. A ‘telling’ style is advisable for followers with low readiness. Includes providing more instruction and close supervision.As readiness increases, leaders should move to a ‘selling’ style, ‘participating’, and ‘delegating’ style. Delegating is most appropriate for followers who are able and willing to take responsibility for what needs to be done.
This slide is optional and good for discussions.rhh