Buod Ng Nobelang Ang Pahuhukom Ni Lualhati Bautista

There have been numerous theories surrounding leadership, which attempt to explain which form is most effective in the workplace. A universalistic approach was once used to rationalize leadership and it was believed that successful leaders possessed certain common abilities and traits. However, today due to external factors such as globalization and advanced technologies, there has been an evolution towards a new paradigm of leadership. Subordinates want to feel empowered and engaged at the workplace and often the behaviors and relationships between leaders and their subordinates become important to understand in order to fully understand effective leadership. Contingency theories have been developed in which people began to look at the behavior of leaders in specific situations. Two such contingency theories are: Path-Goal and Hershey and Blanchard’s Situational Theory.

When you consider Fiedler’s Contingency Theory, there are two types of leaders who are effective in different types of situations. There are the task-oriented leaders who are effective in scenarios which need structure and often clarification. These leaders are often found to be most effective in crisis type

I strongly believe that a leader must be adaptable to the situation and therefore prefer the Contingency theories. I shall therefore use two contingency theories to illustrate my ability to fulfil key responsibilities of my leadership role.

of the five principles chosen will compliment the two-factor theory but will also be improved

The contingency approach, founded in the 1970’s differs from the behavioral approach. “Examining various situational variables is central to understanding leadership in organizations, according to the contingency theorist” (Stojkovic, Klofas & Kalinich, 2012). Fiedler’s Contingency Model is one of those contingency theories.

MindTools, n.d. Blake Mouton Managerial Grid. Retrieved July 20, 2014 from http://www.mindtools.com/pages/article/newLDR_73.htm [Accessed 16 June 2012

2. Katzenbach and Kahn (2010) compare three types of managers in regard to motivation and pride building (p. 79). This is similar to the Blake and Mouton Managerial Grid. What insights from these categories of managers and the Grid can you use to motivate performance in yourself and others?

Part three of the book “Beyond the Wall of Resistance” has two chapters and the title of part three is, “Narrowing the Gap the Next Time”. The first nine chapters of this book gave information on planning and implementing successful change. The final two chapters expand the information on change as it relates to hiring, monitoring the work of consultants, and selecting people to lead within the organization. Chapter ten, entitled “Expanding Your Ability to Apply What You’ve Learned”, gives a range of ways to apply the Cycle of Change and the three levels of support and resistance.

There are a multitude of different management approaches that Barksdale can implement to bring Keller to help for his problems From the thoughts of Paul Keller, Barksdale approaches managing his team through directive leadership. This type of leadership, from House’s Path-Goal theory, provides specific guidelines and expectation to subordinates. (James A. Johnson, 2009) Barksdale and the rest of the NASDA management team need to have more regular interaction with their employees. The idea of the Management Grid could help Keller and his problems as well as the quality of the work Keller puts out. If management has high concern for it’s subordinates well-being and high concern for productivity their will be good relationships between Barksdale and his subordinates. (James A. Johnson, 2009) In an atmosphere that is high stress

Fiedler’ model is considered the first highly visible theory to present the contingency approach. It stated that effective groups depend on a proper match between a leader’s style of interacting with subordinates and the degree to which the situation gives control and influence to the leader (Fiedler, 1967). Fiedler argued that the leadership style could be indentified by

This is the essence of the managerial grid defined by Blake and Mounton (1964)which sugest five key leadership styles .

All the theories speak about the same aspect of leader, that they can access the key follower and situational factors.

When people get a job, they may be nervous or very excited, but they never expect the management to be so bad they will want to quit. This is what happened to Beverly at Gridlock Meadows. Knowing the management style of your employer or supervisor can help you with problems in the long run. This paper will focus on four different management styles and how they could be used in Gridlock Meadows.

Situational leadership, developed by professor Paul Hersey and author and consultant Ken Blanchard. Their approach was based off of a 1967 article by W.J. Reddin called The 3-D Management Style Theory. In his article, Reddin discusses the need to have different styles based on the demands of the leader. A leader needs to be flexible in their approach to meet the needs of the job, their superior and their subordinates (1967). Hersey and Blanchard progressed this theory by introducing the Situational Leadership II model. Their model breaks leadership into four different styles, and how a leader must alter their approach in supporting and directing their subordinates based on a given situation. These styles are directing (S1), coaching (S2), supporting (S3) and delegating (S4). The model also focuses on the development level of the subordinates by categorizing them between low (D1), moderate (D2 and D3) and

The style of leadership varies with every individual. It has been stated that today’s successful leaders have created in their organizations an atmosphere where every employee believes in management, their strategy and the importance of their individual contributions in achieving the organizations goal. Blake Mouton’s Managerial Grid is a model using in identifying leadership style that is based on the concept that there are two behavioural dimensions: concern for people which can be defined as the degree to which leaders are aware of and consider the needs of their staff, their skill sets and development potential when making decisions about specific tasks to be completed. The