Hockenbury Discovering Psychology 5th txtbk

Organizational BehaviorB-9behavioral theories of leader effectiveness reasoned that the behaviors of effectiveand ineffective leaders must differ. In 1960, Douglas McGregor publishedThe Human Side of Enterprise, in which he outlined Theory X and TheoryY, creating the view that leaders were polarized into those who either caredabout the job (X) or cared about the people (Y). Research on these two dimensionsfound that ineffective managers focused only on one dimension. For example,if your boss cares only about production, then your job satisfaction andmorale may decline. In contrast, if your boss is “all heart” but holds no productionexpectations, your job satisfaction may be high but your productivity low(Bass, 1981; Locke & Schweiger, 1979). A few years after McGregor’s book waspublished, Robert Blake and Jane Mouton expanded upon the theory with theirManagerial Grid, claiming it was possible to care about both productivity andpeople. By placing these two variables on a grid, they could plot five primarymanagerial styles (see Figure B.4). A manager with low ratings in both areas waslabeled (1,1) an “Impoverished Manager.” In contrast, one scoring highest onboth concern for production and concern for people was labeled (9,9) the“Team Leader” (Blake & Mouton, 1985).Next to evolve were situational (or contingency) theories of leadership, whichstated that there was no one “best” way to manage every employee. These theoriesclaimed that good leadership skills depend, or are contingent upon, various situationalfactors, such as the structure of the task and the willingness of the follower.Accordingly, the best leaders will utilize the leadership style most appropriate for theemployee and the situation at hand. These theories tended to be complicated, butthey did a better job of explaining leader effectiveness than either the trait approachor behavioral theories.Much of the research on leadership emphasized the impact of leaders on followers,ignoring the fact that followers also influence leaders. In contrast, a modern approachcalled the leader–member exchange model emphasizes two types of relationshipsthat can develop between leaders and employees. Positive leader–member relationshipsbehavioral theories of leadereffectivenessTheories of leader effectiveness that focuson differences in the behaviors of effectiveand ineffective leaders.situational (contingency) theories ofleadershipLeadership theories claiming that varioussituational factors influence a leader’seffectiveness.leader–member exchange modelA model of leadership emphasizing that thequality of the interactions between supervisorsand subordinates varies depending onthe unique characteristics of both.High987Country-club management (1,9)Thoughtful attention to the needsof people for satisfyingrelationships. Leads to acomfortable, friendly organizationatmosphere and work tempoTeam management (9,9)Work accomplishment is fromcommitted people, interdependencethrough a “common stake” inorganization purpose. Leads torelationships of trust and respectConcern for people654Organization man management (5,5)Adequate organization performanceis possible through balancing thenecessity to get out work withmaintaining morale of peopleat a satisfactory levelLow321Impoverished management (1,1)Exertion of minimum effort to getrequired work done, is appropriateto sustain organizationmembershipAuthority obedience (9,1)Efficiency in operations resultsfrom arranging conditions of workin such a way that humanelements interfere to aminimum degree1 2 3 4 5 6 7 8 9LowConcern for productionHighFigure B.4 Robert Blake and JaneMouton’s “Managerial Grid” identifiesfive different leadership styles. Withconcern for production as the x-axis andconcern for the people as the y-axis,managerial styles can be assessed basedon whether they rank low or high onthese concerns.