Soft skills leadership_module

Leadership lessons module – 2

Dr.Sarma

LEADERSHIP THEORIES

TRAIT THEORYBASES OF INFLUENCE (POWER)

BEHAVIORAL THEORIES

CONTINGENCY THEORIESROLE THEORIES

TRAIT APPROACHES TO LEADERSHIP

LEADERS ARE “BORN,” NOT MADE• PHYSICAL CHARACTERISTICS

APPEARANCE, HEIGHT, AGE

• PERSONALITY EXTROVERSION, PERSISTENCE, SELF-ASSURANCE, DECISIVENESS

• INTELLIGENCE KNOWLEDGE, ABILITY, JUDGMENT

• SOCIAL CHARACTERISTICS TACT, DIPLOMACY, SOCIABILITY, FLUENCY

.THE BIG FIVE PERSONALITY TRAITS EXTROVERSION (AMBITION, ENERGY) (remember people mgt module ?)

CONSCIENTIOUSNESSOPENNESS TO EXPERIENCE

* EMOTIONAL STABILITY (SELF-CONFIDENCE) AGREEABLENESS

CHARISMATIC LEADERSHIP

• VISION & ARTICULATION PROPOSES A BETTER FUTURE – AN OPTIMISTIC GOAL DELIVERED CLEARLY IN A CONVINCING FASHION

• PERSONAL RISK WILLING TO TAKE RISKS & INCUR COSTS TO ACHIEVE THE VISION SELF-SACRIFICE WILL BE NECESSARY

• ENVIRONMENTAL SENSITIVITY KNOWS WHETHER THE ENVIRONMENT WILL BE SUPPORTIVE KNOWS WHAT RESOURCES ARE NEEDED TO BRING ABOUT

CHANGE

• SENSITIVITY TO FOLLOWERS PERCEPTIVE OF OTHERS’ ABILITIES, NEEDS & FEELINGS TAPS INTO FOLLOWER EMOTIONS

• UNCONVENTIONAL BEHAVIOR MAY DO THINGS THAT ARE NOVEL, OR CONTRARY TO THE NORMS

TRANSACTIONAL LEADERSHIP

Saama-Confidential Page 5Tuesday, October, 11, 2011

Transactional leader leads by doing these:

• MANAGEMENT BY EXCEPTION (Watches for deviations)

• KEEPS THE SYSTEM OPERATING SMOOTHLYo USES REWARD AND COERCIVE POWER

o RECOGNIZES WHAT followers WANT & TRIES TO DELIVER IT

o REWARDS ACCORDING TO significant contributions o RESPONSIVE TO people’s SELF-INTERESTS

THE ENXT QUESTION IS TRANSFORMATIONAL LEADERSHIP BUILT “ON TOP OF” TRANSACTIONAL LEADERSHIP, OR IS IT JUST A SPECIAL CASE OF

CHARISMATIC LEADERSHIP?

TRANSFORMATIONAL LEADERSHIP

• INSPIRATIONAL, IDEA-ORIENTED, VISIONARY• DRAMATIC, AROUSES INTENSE FEELINGS• COMMUNICATES HIGH EXPECTATIONS & A

NEED FOR CHANGE• UNPREDICTABLE

o RELIES ON REFERENT OR CHARISMATIC POWER

o RAISES LEVEL OF AWARENESS AND COMMITMENT

o GETS FOLLOWERS TO TRANSCEND THEIR SELF-INTERESTS

o REQUIRES TRUST AND BELIEF IN THE VISION PRESENTED

SUMMARY OF TRAIT APPROACHES TO LEADERSHIP

ASSUMPTIONLEADERS ARE BORN, NOT MADE!

IMPLICATIONWE MUST BE VERY CAREFUL IN HOW WE SELECT OUR LEADERS

LIMITATIONSIT OVERLOOKS THE NEEDS OF FOLLOWERS

IT IGNORES SITUATIONAL FACTORS

CAUSE AND EFFECT ARE NOT CLEARLY DEFINED

DO SELF-CONFIDENT LEADERS CAUSE FIRMS TO BE SUCCESSFUL, OR DOES A SUCCESSFUL FIRM ALLOW A LEADER TO FEEL SELF-CONFIDENT?

BASES OF LEADER POWER &

INFLUENCELEGITIMATE POWERAuthority to command, based on the position

REWARD POWERAble to award positive, desired outcomes

COERCIVE POWERAble to threaten, punish or harm

EXPERT POWERInfluence based on knowledge and information

REFERENT POWERInfluence based on charisma, identification and trust

BEHAVIORAL LEADERSHIP THEORIES

OHIO STATE STUDIESTalked about STRUCTURE v. CONSIDERATION

MICHIGAN STUDIESJOB-CENTERED v. EMPLOYEE-CENTEREDTHE MANAGERIAL GRID BLAKE & MOUTON (64)CONCERN FOR PEOPLE CONCERN FOR PRODUCTION

FIVE STYLESImpoverished, Authority/Obedience (Task), Middle of the Road, Country Club, Team

The next question is IS THERE A THIRD DIMENSION---DEVELOPMENT ORIENTED BEHAVIOR?

THE MANAGERIAL GRIDBLAKE & MOUTON

SUMMARY OF BEHAVIORAL APPROACHES TO LEADERSHIP

ASSUMPTIONLeaders are effective because of the actions they take

IMPLICATIONWe can learn to become leaders by studying what effective leaders do

LIMITATIONSSituational factors that influence success or failure are ignoredLeaders need to be flexible…you can’t lead the same way all the time

LEADERSHIP PERSPECTIVES

APPROACH

UNIVERSAL CONTINGENT- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -TRAITS TRAIT FIEDLER’STHEORIES CONTINGENCYTHEORYFOCUS ON - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -OHIO STATE PATH-GOALMICH STUDIES VROOM-YETTONBEHAVIORS LEADER GRID LIFE-CYCLE - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

CONTINGENCY THEORY OF LEADERSHIPFIEDLER (65)

LEADER CHARACTERISTICS (Least-Preferred Coworker Scale)HIGH LPC --- EMPLOYEE RELATIONS ORIENTED

LOW LPC --- TASK ORIENTED SITUATIONAL CONSIDERATIONSLEADER-MEMBER RELATIONSTASK STRUCTURELEADER POSITION POWER

FAVORABLE LEADER SITUATIONSMOST FAVORABLE - - - - - - - - - - - - - LEAST FAVORABLE

LEADER-MEMBER RELATIONS G G G G N N N NTASK STRUCTURE G G N N G G N NLEADER POSITION POWER G N G N G N G NEFFECTIVE STYLE TASK EMPLOYEE TASK

MANIPULATING THE SITUATION

MODIFY LEADER-MEMBER RELATIONSSPEND MORE (OR LESS) TIME WITH SUBORDINATESORGANIZE SOME OFF-WORK GROUP ACTIVITIESINCREASE (OR DECREASE) YOUR AVAILABILITY TO followersRAISE MORALE BY OBTAINING POSITIVE OUTCOMES FOR SUBORDINATESTRANSFER SUBORDINATES INTO (OR OUT OF) YOUR UNITREQUEST COMPATIBLE PEOPLE FOR WORK IN YOUR GROUPMODIFY TASK STRUCTUREASK FOR TASKS WHICH ARE MORE STUCTUREDLEARN ALL YOU CAN ABOUT THE TASKBREAK THE JOB DOWN INTO SMALLER SUB-TASKSLEAVE THE TASK IN RELATIVELY VAGUE FORMENRICH JOBS THROUGH HORIZONTAL AND VERTICAL EXPANSIONMODIFY POSITION POWERSHOW SUBORDINATES WHO’ BOSS --- EXERCISE YOUR POWERS FULLYBECOME AN EXPERT ABOUT JOBS AS SOON AS POSSIBLEALL INFORMATION AND FEEDBACK TO SUBORDINATES IS CHANNELED THROUGH YOUASK MEMBERS TO PARTICIPATE IN DECISIONS AND PLANNINGTRY TO BE “ONE OF THE GANG” --- DOWNPLAY YOUR POWERLET ASSISTANTS EXERCISE MORE POWERASK MANAGEMENT TO GIVE YOU MORE DISCRETION AND AUTONOMY

LIFE-CYCLE (MATURITY) THEORY (SITUATIONAL LEADERSHIP THEORY) HERSEY & BLANCHARD (77)

LEADER BEHAVIORS NEED TO VARY, DEPENDING ON THE MATURITY OF THE followers

DIRECTIVE STYLE (TELLING)GIVES CLEAR DIRECTION & INSTRUCTIONS TO IMMATURE EMPLOYEESFOLLOWERS ARE UNABLE AND UNWILLING (INSECURE)

COACHING STYLE (SELLING)EXPANDS TWO-WAY COMMUNICATION, HELPS MATURING EMPLOYEES BUILD CONFIDENCE AND MOTIVATIONFOLLOWERS ARE UNABLE, BUT WILLING TO TRY

SUPPORTING STYLE (PARTICIPATING)EMPLOYEE FEEL COMPETENT, ACTIVE TWO-WAY COMMUNICATION STILL NEEDED FOR SHARED DECISIONSFOLLOWERS ARE ABLE BUT APPREHENSIVE

AUTONOMOUS STYLE (DELEGATING)GIVES RESPONSIBILITIES FOR PLANNING AND DECISION MAKING TO HIGHLY MATURE EMPLOYEESFOLLOWERS ARE ABLE AND WILLING

TASK BEHAVIORS START OUT HIGH, AND GRADUALLY DECLINERELATIONSHIP BEHAVIORS START LOW, BUILD, THEN DECLINE AGAIN

AN INTUITIVE THEORY, BUT EMPIRICAL SUPPORT HAS NOT BEEN STRONG

PATH-GOAL THEORY OF LEADERSHIPHOUSE & MITCHELL (74)

SITUATIONAL FACTORS CHARACTERISTICS OF SUBORDINATESLOCUS OF CONTROLEXPERIENCEPERCEIVED ABILITYCHARACTERISTICS OF THE ENVIRONMENTTASK STRUCTUREFORMAL AUTHORITY SYSTEMWORK GROUP

LEADER STYLESDIRECTIVESUPPORTIVEACHIEVEMENT-ORIENTEDPARTICIPATIVETHE LEADER COMPENSATES FOR THINGS LACKING IN EITHER THE EMPLOYEE OR THE WORK SETTING TO HELP THE follower PERFORM EFFECTIVELY

PATH-GOAL LEADERSHIP STYLES

DIRECTIVELETS SUBORDINATES KNOW WHAT IS EXPECTEDPLANS AND SCHEDULES WORK TO BE DONEGIVES SPECIFIC GUIDANCE -- WHAT SHOULD BE DONE AND HOW IT SHOULD BE DONEMAINTAINS CLEAR STANDARDS OF PERFORMANCE

SUPPORTIVESHOWS CONCERN FOR WELL-BEING OF SUBORDINATESTREATS MEMBERS AS EQUALSDOES LITTLE THINGS TO MAKE THE WORK MORE PLEASANTIS FRIENDLY AND APPROACHABLE

ACHIEVEMENT-ORIENTEDSETS CHALLENGING GOALSEXPECTS SUBORDINATES TO PERFORM AT THE HIGHEST LEVELSEEKS IMPROVEMENT IN PERFORMANCE, WHILE SHOWING CONFIDENCE IN followers

PARTICIPATIVECONSULTS WITH SUBORDINATESSOLICITS SUGGESTIONSTAKES SUGGESTIONS SERIOUSLY INTO CONSIDERATION BEFORE MAKING DECISIONS

VERTICAL DYAD (EXCHANGE) MODEL(LEADER-MEMBER EXCHANGE MODEL) GRAEN (75)

• LEADERS INVEST THEIR TIME & ATTENTION IN THOSE EXPECTED TO PERFORM BEST

• LEADER CREATES AN “IN-GROUP” (THE “FAVORED FEW”) & AN “OUT-GROUP”• IN-GROUPS AND OUT-GROUPS MAY DEMONSTRATE THE “SELF-FULFILLING

PROPHESY” IN-GROUPS• RECEIVE SPECIAL DUTIES AND HAVE SPECIAL PRIVILEGES• ARE GIVEN MORE AUTONOMY AND RESPONSIBILITY• EXPERIENCE HIGHER SATISFACTION• ARE MORE PRODUCTIVE• ARE PART OF THE LEADER’S SUPPORT NETWORK

OUT_GROUPS• ARE NOT TRUSTED• ARE NOT GIVEN DESIRABLE WORK ASSIGNMENTS• RECEIVE LESS LEADER TIME AND ATTENTION• “LIVE DOWN” TO LEADER EXPECTATIONS• ARE LESS LIKELY TO SUPPORT THE LEADER

IN-GROUP MEMBERS SELECTED BASED ON:• COMPETENCE AND ABILITY• PERSONAL COMPATIBILITY WITH THE LEADER

SUBSTITUTES FOR LEADERSHIPKERR & JERIMER (78)

SUBSTITUTES ARE FACTORS THAT CAN NEUTRALIZE THE INFLUENCE OF LEADER BEHAVIOR

LOOK FOR CHARACTERISTICS OF:THE SUBORDINATESTHE TASKTHE ORGANIZATION

FOR INITIATING STRUCTUREABILITY AND PROFESSIONAL TRAINING OF SUBORDINATESSTANDARDIZED, UNAMBIGUOUS, ROUTINIZED TASKSDETAILED RULES & PROCEDURES PROVIDED BY THE ORGANIZATION

FOR CONSIDERATIONINTRINSIC APPEAL OF THE TASK ITSELFESTEEM OF PROFESSIONAL COLLEAGUESSUPPORTIVE AND COHESIVE WORK GROUP

SUMMARY OF CONTINGENCY THEORIES

THE CONTINGENCY THEORYFiedler (65)PARTICIPATIVE LEADERSHIP THEORYVroom & Yetton (73)PATH-GOAL THEORYHouse & Mitchell (74)VERTICAL DYAD (LEADER-MEMBER EXCHANGE) THEORYGraen (75)LIFE-CYCLE (MATURITY) THEORYHersey & Blanchard (77)SUBSTITUTES FOR LEADERSHIPKerr & Jerimer (78)

CONCLUSIONS RE: CONTINGENCY THEORIESTHERE IS NO “ONE BEST WAY” TO LEADLEADERS SHOULD KNOW THEIR OWN PREFERRED STYLEKNOW HOW TO CAREFULLY DIAGNOSE YOUR WORK SITUATION UNDERSTAND WHICH ACTIONS TO TAKE TO IMPROVE THE SITUATION

MANAGERIAL ROLESMINTZBERG (73)

INTERPERSONAL ROLES• Figurehead (Ceremonial)• Leader (Supervisor)• Liaison (Linking-Pin)

INFORMATIONAL ROLES• Monitor• Disseminator• Spokesperson

DECISIONAL ROLES• Innovator (Entrepreneur)• Disturbance Handler (Crisis)• Resource Allocator• Negotiator

LEADERSHIP AND TRUST

AN EXPECTATION THAT THE LEADER WILL NOT TAKE UNFAIR ADVANTAGE OF MEIS MY LEADER TRUSTWORTHY?

FIVE DIMENSIONS OF TRUSTINTEGRITY -- honest and truthfulCOMPETENCE -- has good technical knowledge & interpersonal skillsCONSISTENCY -- is reliable, predictable, and has good judgementLOYALTY -- will look out for me and protect me; won’t take advantageOPENNESS -- will talk to me and tell me the truth (what’s going on)

DETERRENCE-BASED TRUST --WE CAN RETALIATE OR STRIKE BACK IF HARMED…DON’T REALLY HAVE A HISTORYKNOWLEDGE-BASED TRUST --CAN PREDICT WHAT WILL HAPPEN BASED ON EXPERIENCE…GIVE A SECOND CHANCE?IDENTIFICATION-BASED TRUST --- KNOW EACH OTHER INTIMATELY, ACT FOR EACH OTHER

BASIC PRINCIPLES OF TRUSTMISTRUST DRIVES OUT TRUSTTRUST BEGETS TRUSTGROWTH OFTEN MASKS DISTRUSTDECLINE OR DOWNSIZING TESTS THE HIGHEST LEVELS OF TRUSTTRUST INCREASES COHESIONMISTRUSTING GROUPS SELF-DESTRUCTMISTRUST GENERALLY REDUCES PRODUCTIVITY

CONTEMPORARY ISSUES IN LEADERSHIP1. DO MEN & WOMEN LEAD DIFFERENTLY?

The similarities outweigh the differences

A SLIGHT TENDENCY FOR WOMEN Lean toward participative, negotiable, information-sharing styles This tendency declines when women are in male-dominated jobs A SLIGHT TENDENCY FOR MEN To be more directive and rely on the formal authority of their position

2. TEAM LEADERSHIP Difficult for managers to switch from traditional roles

LEARN TO BECOME: A Facilitator A Liaison A Troubleshooter A Conflict Manager A Coach

3. EMPOWERMENTBe careful about jumping on the bandwagon -- does it “fit?”

IT ASSUMES A UNIVERSAL APPROACH TO LEADERSHIPDOES THE SITUATION CALL FOR MORE EMPOWERMENT?

4. IMPORTANCE OF FOLLOWERSThe qualities of effective followers:THEY MANAGE THEMSELVES WELL – CAN THINK, WORK INDEPENDENTLYTHEY ARE COMMITTED TO THEIR WORKTHEY ARE COMPETENT AND WORK TO HIGHER STANDARDS THAN THEIR JOB REQUIRESTHEY ARE HONEST AND CREDIBLE

5. IMPACT OF NATIONAL CULTURECulture is an important situational variableHIGHER POWER-DISTANCE – autocratic leadership style is preferredArab, Far East, Latin countiresLOWER POWER-DISTANCE – more success with the participative styleUSA Canada, Scandinavian countries6. BIOLOGICAL IMPACTS ON LEADERSHIPSeratonin improves sociability and reduces aggression (PROZAC)Testosterone increases competitive drive and assertivenessWomen in professional jobs have higher levels7. MORAL DIMENSIONS OF LEADERSHIPWhat sort of example does the leader set?

IS THE LEADER A GOOD ROLE MODEL?CORRUPTION WITHIN THE FIRM OFTEN STARTS WITH BAD EXAMPLES AT THE TOP


In this session we will learn What is leadership,People management philosophies and how it affects style of management leadership,And know what kind of leader behaviour can be effective.

We laid the foundation in our managing people programme by learning about personality and behaviour


Let us talk about Theory X and theory Y belief

And also about theory Z hard and soft style

Hard VS soft style

• The hard style of management led to restriction of output, mutual distrust, unionism, and even sabotage.

• McGregor called the second style of management "soft" and identified its methods as permissiveness and need satisfaction.

• McGregor suggested that the soft style of management often led to managers' failure to perform their managerial role. He also pointed out that employees often take advantage of an overly permissive manager by demanding more but performing at lower levels.

A Leadership Story:

• McGregor drew upon the work of Abraham Maslow (1908-1970) to explain why Theory X assumptions led to ineffective management.

• Maslow had proposed that man's needs are arranged in levels, with physical and safety needs at the bottom of the needs hierarchy and social, ego, and self-actualization needs at upper levels of the hierarchy.

• Maslow's basic point was that once a need is met, it no longer motivates behavior; thus, only unmet needs are motivational. McGregor argued that most employees already had their physical and safety needs met and that the motivational emphasis had shifted to the social, ego, and self-actualization needs.

• Therefore, management had to provide opportunities for these upper-level needs to be met in the workplace, or employees would not be satisfied or motivated in their jobs.


Such opportunities could be provided by allowing employees to participate in decision making, by redesigning jobs to make them more challenging, or by emphasizing good work group relations, among other things.

According to McGregor, neither the hard style of management based on the classical school nor the soft style of management inspired by the human relations movement were sufficient to motivate employees.

Different sets of approaches are required in today’s context of managing intellectual property

Who is responsible for what?


Organisational philosophy or faith that Management is responsible for organizingthe elements of productive enterprise-Belief that People are not by nature passive or resistant to organizational needs drives the policies

Believing that the motivation, potential for development, capacity for assuming responsibility, and readiness to direct behavior toward organizational goals are all present in people-


Management does not put them there.It is a responsibility of management to make it possible for people to recognize and develop thesehuman characteristics for themselves.

The essential task of management is to arrange organizational conditions and methods of operation so that people can achieve their own goals by directing their efforts toward organizational objectives

Creating organizational style


Is it possible to create a completely Theory Y-type organization ?Theory Y assumptions would lead to more effective management. ?decentralization of decision-making authority, delegation, job enlargement, and participative management. What impact they have?

Job enrichment programs that began in the 1960s and 1970s also were consistent with the assumptions of Theory Y.

Leadership

Types of Leadership Style


• Autocratic:o Leader makes decisions without reference to anyone

elseo High degree of dependency on the leadero Can create de-motivation and alienation

of staffo May be valuable in some types of business where

decisions need to be made quickly and decisively


• Democratic:• Encourages decision making

from different perspectives – leadership may be emphasized throughout the organizationo Consultative: process of consultation before decisions

are takeno Persuasive: Leader takes decision and seeks to

persuade others that the decision is correct


• Democratic:o May help motivation and involvemento followers feel ownership of the firm and its ideaso Improves the sharing of ideas

and experiences within the businesso Can delay decision making


• Laissez-Faire:o ‘Let it be’ – the leadership responsibilities

are shared by allo Can be very useful in businesses

where creative ideas are importanto Can be highly motivational,

as people have control over their working lifeo Can make coordination and decision making

time-consuming and lacking in overall directiono Relies on good team worko Relies on good interpersonal relations


• Paternalistic:• Leader acts as a ‘father figure’• Paternalistic leader makes decision but may consult• Believes in the need to support staff

Change Leadership

Change Leadership

• The most challenging aspect of business is leading and managing change

• The business environment is subject to fast-paced economic and social change

• Modern business must adapt and be flexible to survive

• Problems in leading change stem mainly from human resource management

Change Leadership

Self-esteem

Time

1. Immobilization – as rumors of the change circulate, the individual feels some sense of shock and possible disbelief – so much so that they deem it worthy of doing nothing.

1

2. Minimization: As the change becomes clearer, people try to fit in the change with their own personal position and may try to believe that it will not affect them.

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3. Depression: as reality begins to dawn staff may feel alienated and angry, feelings of a lack of control of events overtake people and they feel depressed as they try to reconcile what is happening with their own personal situation.

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4. Acceptance/letting go: The lowest point in self-esteem finally sees people starting to accept the inevitable. Fear of the future is a feature of this stage.

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5. Testing out: Individuals begin to interact with the change, they start to ask questions to see how they might work with the change.

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6. Search for meaning: Individuals begin to work with the change and see how they might be able to make the change work for them – self esteem begins to rise.

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7. Internalization: the change is understood and adopted within the individual’s own understanding – they now know how to work with it and feel a renewed sense of confidence and self esteem.

Theories of Leadership


• Trait theories:• Is there a set of characteristics

that determine a good leader?o Personality?o Dominance and personal presence?o Charisma?o Self confidence?o Achievement?o Ability to formulate a clear vision?


• Behavioral:• Imply that leaders can be trained – focus on the

way of doing thingso Structure based behavioral theories – focus on the

leader instituting structures – task orientatedo Relationship based behavioral theories – focus on the

development and maintenance of relationships – process orientated


• Contingency Theories:• Leadership as being more flexible – different

leadership styles used at different times depending on the circumstance.

• Suggests leadership is not a fixed series of characteristics that can be transposed into different contexts


• May depend on:o Type of staffo History of the businesso Culture of the businesso Quality of the relationshipso Nature of the changes neededo Accepted norms within the institution


• Transformational:o Widespread changes

to a business or organization• Requires:

o Long term strategic planningo Clear objectiveso Clear visiono Leading by example – walk the walko Efficiency of systems and processes


• Trait theories:o Are such characteristics

inherently gender biased?o Do such characteristics

produce good leaders?o Is leadership more than

just bringing about change?o Does this imply that leaders are born not bred?


• Invitational Leadership:o Improving the atmosphere and message sent out by

the organizationo Focus on reducing negative messages

sent out through the everyday actions of the business both externally and, crucially, internally

o Review internal processes to reduce theseo Build relationships and sense of belonging and

identity with the organization – that gets communicated to customers, etc.


• Transactional Theories:o Focus on the management

of the organizationo Focus on procedures and efficiencyo Focus on working to rules

and contractso Managing current issues

and problems

Factors Affecting Style

Factors Affecting Style

• Leadership style may be dependent on various factors:o Risk - decision making and change initiatives

based on degree of risk involvedo Type of business – creative business

or supply driven?o How important change is –

change for change’s sake?o Organizational culture – may be long embedded

and difficult to changeo Nature of the task – needing cooperation? Direction?

Structure?


Theory Y was not always more effective than Theory X, but that the contingencies of each managerial situation determined which of the approaches was more appropriate.

Still others suggested extensions to Theory Y. One of these, William Ouchy's Theory Z, attempted to combine the strength of American management philosophies based on Theory Y with Japanese management philosophies


In summary we may state the foundation of leadership is based on

Leader ‘s personality,His /her belief systems,The situations and the type of people the leader is engaged with.

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