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Management - Vikhansky OS
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Management - Vikhansky OS
3.7. Comparative analysis of the situational leadership model
All of the above models of situational leadership, paying the main attention to the impact of external factors, complement each other in the understanding of the phenomenon of leadership. In our model seeks to identify the different leadership styles and to prove with the help of situational variables, the effectiveness of their application. However, the models are significant differences in the set under consideration leadership styles on a set of situational factors and finding ways communication between them (tab. 11.7). Different leadership effectiveness is determined by the models. For example, in Fiedler - a level of performance at Herseya Blanchard and yes - even to this added worker satisfaction, and Vroom and Jago consider the effectiveness of the decisions and the overall efficiency. According to experts, the model Vroom - Jago is more suitable to select an appropriate style in practice for the management group. Models of Fiedler, Herseya and Blanchard, Mitchell House and more helpful to improve the level of individual performance.
Table 11 July
Comparison of situational leadership model
Models situatsinnogo leadership |
||||
variables |
Fiedler |
Hersey and Blanche ard |
House and Mitchell |
Vroom - Yetton -Yago |
|
Situational factors |
• Relations "Leader - follower" • Structured vannost work • leadership positions of power in the organization |
The degree of maturity followers • the maturity of the • psychological maturity |
• The characteristics followers ki lei • Organizational factors |
• Quality solutions • commitments followers to address •Time • cost •Development |
|
As leader He is thinking about followers |
Followers prefer leadership styles depending on the structuring of the work is in public relations with them leader and his domineering position in the organization |
Followers can be situated smiling at different stages of maturity, and this will determine the focus and leadership to the relationship work, which corresponds to a change in their own style |
We are the followers of the different needs that must be be satisfying Rena within the appropriate leadership style |
In certain situations followed ers are willing to participate in decision-making |
Continued Table. 11.7
| leadership styles |
• Leader high PND (focused relations) • Leader of the low NDP (focused to work) |
• Pointing style • Persuasive style •Participating style • delegating style |
• Directory style • Supporting style • Style, orientation ted on achievements •Participating style |
• Autocratic I • Autocratic II • Consulting I • advisory ny II • Group II |
|
What is he doing effective leader |
Seeks approach build job or a relationship, or a combination of both, for their individual style Efficiency means success in this direction |
As the "grown- tion "se- ers leader passes from one style to another Efficiency reflects the coincidence of the situation and style |
Using corresponds corresponding style and techniques of motivation, leader "raschischa- is "the path to the followers of the highest efficiency |
Identifies critical situational factors and adapts to them his style ruko- duction style should be best suited for the situation, and for after tigators |
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