Management Theories, Leadership Styles, and Team Dynamics
Management Theories and Leadership Styles
People Management and Behavior (Douglas McGregor’s Theory X and Y)
- Theory X: Assumes some people are inherently lazy and irresponsible, requiring strict control and authority.
- Theory Y: Assumes people are motivated and capable of self-direction, suggesting that persuasion, professional help, and motivational factors yield better results.
Leadership and Conduct (Blake and Mouton’s Managerial Grid)
This theory categorizes leadership behavior based on two dimensions:
- Concern for people
- Concern for production/task
Situational Leadership (Paul Hersey and Ken Blanchard)
This theory emphasizes the interaction between a leader’s direction and the subordinate’s maturity level.
- M1 (Maturity Level) – S1 (Leadership Style): “Order and Direct.” The leader provides specific instructions and closely supervises performance.
- Persuade: Bilateral communication and explanation of decisions.
- Participate: Shared decision-making and open communication.
- Delegate: Maximum autonomy for subordinates who are trusted to do their jobs.
Leadership Styles
- Participatory Style: Leaders share responsibility with subordinates, involving the team in decision-making.
- Autocratic Style: The leader imposes rules and criteria, setting the strategy and assigning tasks.
- Democratic Style: Assignments are discussed and determined by the group, with the leader providing guidance and support.
- Laissez-faire Style: The group makes decisions freely without the leader’s participation, representing a lack of leadership.
- Paternalistic Style: Prioritizes personal interests over organizational needs, with the leader acting as a protective figure.
- Bureaucratic Style: Emphasizes organizational structure and hierarchy, often hindering communication and prioritizing rules over people.
Interim Control
Interim managers are the point of contact between management and workers, acting as key individuals within the organization. They face pressure from both sides to achieve objectives.
Difficulties:
- Ambiguous Objectives and Tasks: Steering groups do not always communicate clearly what needs to be done.
- Different Points of View on Working Procedures: They are pressured to use specific procedures.
- Promotion Limitations: Limited opportunities for advancement due to a shortage of senior positions, leading to competition.
- Interpersonal Conflicts: Stress and anxiety generated by the above problems can cause conflicts.
Main Features of a Group
- Shared purpose and common goals.
- Members interact to achieve objectives.
- Available material resources.
- Each member perceives themselves as part of the group.
- Autonomy in decision-making.
Phases of Group Formation
- Early or Initial Stage: Unfamiliarity with the environment.
- Second Stage or Conflict: Goals are established.
- Third Stage or Development: Objectives are developed.
- Fourth Stage or Work: Results are achieved.
Human Types in the Workplace
- Driver Role:
- Interested in strategy.
- Sets goals.
- Chairs meetings.
- Encourages the group.
- Takes initiative.
- Task-Oriented Role:
- Focuses on the core issues.
- Prioritizes results.
- Maintains professionalism.
- Cohesion Role:
- Provides encouragement in meetings.
- Shows affection to people.
- Shares news.
- Sympathizes with the weak.
- Group with Hidden Agendas:
- Thinks negatively.
- Is not beneficial for the group.
- Believes others can do better.
- May view the company negatively.