Contingency Theorists Robert Tannenbaum And Warren Schmidt

Managers within organizations are faced with the challenges daily of making excellent decisions. In everyday life we are challenged in making sound decision, decision that will last for a life time. Folk often wonder after making a decision if it was the right choice, will it affect the people around me, was this a good choice for my family, and will the decision affect them. In order to be an effective manager you have to possess the skill of outstanding decision making skills. In order for one to be successful within their personal life they may also need to possess an understanding of effective decision making. The decision- making process should be one that makes a positive change. Can the decision making process work

In comparison, management focuses on systems and structures and is distant from the thoughts and emotions of individuals. It applies coercion in its endeavour to achieve results. The law of force has it that where there is force there is a reciprocating resistance. Therefore, managers do not attain the required attitudes and behaviours in personnel that are in line with the goals of the organisation.

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.

Tannenbaum & Schmidt defined 7 levels of delegated freedom which moves from manager-oriented to subordinate-oriented. As the team develops, the area of freedom for the subordinate increases and the need for the manager’s intervention decreases.

Theories and principles of delegating responsibility and empowering others The critical importance of the leader gaining the motivation and commitment of others Critiques of the main theories

In addition, leadership itself can be described in various forms and through the highlight of different skill sets, but the one thing that all definitions have in common is that “leadership involves influencing the attitudes, beliefs, behaviours and feelings of other people” Spector’s work (as cited in Curtis, de Vries, & Sheerin, 2011, p.306). When the skill set of a leader is compared to that of a manager, true differences are noted. Some of these key differences are apparent even in the approach utilized to reach the desired goals. While a manager directs, a leader transforms, a manager sustains and a leader improves, a manager controls, a leader motivates, a manager’s focus is on short-term goals and a leader’s is long-term based, managers ask how and when, while

Leadership theories in and of themselves carry negative and positives characteristics. Within the various theories lie strengths and weaknesses that when applied to complex problems can highlight each one respectively. As I examine a few theories, I will look at the strengths and weaknesses of each and determine when and with which situation would these theories best be utilized. Collective leadership or distributive leadership, and leader-member exchange are both theories that incorporate specific team or group mentalities.

Richard J. Shavelson and Lisa Towne provided a framework to address any question that poses research. For a DEL student, I found these principles as a solid guideline or in the military, standing operating procedure to follow. As I embarked on a journey of research in leadership theory, these principles are a standard in which I will start (Shavelson and Towne, 2002, p. 52).

Making a decision is one of the main activities of a leader. Wren and Voich (Wren and Voich, 1994) believe that decision making is mandatory for successful execution of any managerial function.

The “influencing people can involve both what a manager does and how the manger does it” (Dean, 2013, p. 306).

93). For mutual accountability to work effectively mutual benefits must be consistently exchanged and power relationship must be relatively equal. A third principle of management is the need for complementary skills. Those in leadership roles are expected to be competent in basic social skills, have an apt demeanor, and someone who is trustworthy. The last requirement for highly productive management is to have an appropriate number of team members. As group sizes increase, the pressure to formalize roles increases. Shared leadership is the term for the entire process; this theory tries to explain the relationship between leaders and their directives roles, including the relationship to vertical leadership. The style proposed in shared leadership is a combined style based on both vertical leadership and distributed forms of leadership because different members perform different types of leadership at the same time. Overall, distributed leadership theories demonstrate a radically different perspective in that the focus is not on the role of the leader but on that of the

In the early sections of “Looking Up and Looking Around” Jackall seeks to explain the reasons behind inadequate decision making processes and ability. The circumstances and environments that cultivate ‘decision-making paralysis’ and a lack of individual decision making ability are explained. Numerous examples and reasons are outlined to communicate a manager’s fear of failure, reluctance to make decisions and inability to make effective decisions when required at all hierarchical levels. If a decision must be made, particularly for an unexpected situation or problem, there is a tendency to look up, at

The focus of my term paper is the decision making process used by today's top-level managers. Top-level managers, such as Chief Executive Officers (CEOs), Chief Operations Officers (COOs), and Chief Financial Officers (CFOs), must make critical decisions on a daily basis. Their choices and the resulting outcomes affect the company, the employees, and the stakeholders. Due to the high importance of their decisions, the process they use to reach them merits a close examination.

Contingency Theories:- Stoelhorst and Peter (2013) said that this leadership theory mainly focus on particular variables which shows the relation with the environment. This will indicates about what kind of leadership will be the most effective? This theory simply states that no theory is universal perfect but the implement of theories depends on the variability, it also

Contingency theory accentuates administrative method as being dependent upon the connections between the association structure and various vital variables, normally environment, innovation, objectives and size. It speaks to the finish of the open frameworks functionalist methodology of the previous decades consolidated with an authorial argentic part for administration. In particular, contingency theory advances a determined part of key administrative choice making over association framework, structure, culture and procedures (Donaldson 1990, 379).