motivational analysis of organizations

5. They have a low need for affiliation, a high need to influence others for social or
organizational goals, and a disciplined or controlled way of expressing their
power needs.
Such supervisors often aim at a self-dispensing style but are flexible in their use of
styles. They are likely to create highly motivating work environments in their
organizations.
IMPLICATIONS OF SUPERVISORY STYLES
No single supervisory style is universally effective. The effectiveness of the style
depends on the employee, the nature of the task, and various other factors. If a new
employee does not know much about the work, a benevolent supervisor is helpful; a
critical supervisor may be frightening; and a self-dispensing supervisor may cause
bewilderment. On the other hand, a capable employee may feel most comfortable with a
self-dispensing style of supervision and resent a benevolent supervisor who continually
gives unwanted advice.
Employees with low self-discipline probably could be developed best by critical
supervision, at least on an intermittent basis. Continual use of critical supervision,
however, is unlikely to be effective. Flexibility and perceptiveness about when to use
each style are useful attributes for leaders or supervisors.
Leadership Styles and Motivational Climate
The effectiveness of any leadership lies in the kind of climate that is created in the
organization. Supervisors may find the following suggestions helpful in creating a
proper motivational climate.
1. Create a climate of independence and interdependence rather than dependence.
A self-dispensing supervisor promotes an independent and interdependent climate for
subordinates and does not interfere unless it becomes necessary. The subordinates are
trusted and given freedom to plan their own ways of doing their work. They are
expected to solve problems and to ask for guidance only when it is needed. By providing
freedom of work, encouraging initiative, and supporting experimentation and teamwork,
a supervisor also helps to satisfy the subordinates’ needs for belonging, affection, and
security.
Some supervisors allow their subordinates to come to them continually for advice
and guidance and, in the extreme case, may not allow them to do anything on their own.
If every subordinate must check with the supervisor and obtain approval before taking
any action, the supervisor is creating a climate of dependence and the subordinates will
not be able to take any initiative. When problems arise, they may hesitate to look for
solutions; and when something goes wrong, they may not accept responsibility.
Learning from experience becomes difficult, because they have always turned to their
supervisor for advice. Thus, the supervisor becomes burdened with responsibilities and
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