Along this line Fielders model presents leadership situation in terms of key elements that a can either be favorable ad unfavorable to a leader, leader- member relations refers to group atmosphere and members belief against and approval of the leader. When subordinates work and trusts respect and have confidence in the leader, leader-member relations are considered good. When member/subordinates distrust, do not respect, and have little confidence in the leader, leader-member relations are poor. On the other hand tasks structure refers to the extent to which tasks are performed by the cluster are defined, involves specific steps, and have clear, explicit goals and position power is the extent to which the leader has formal command over subordinates.
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This theory further explains that the leader might possess a relationship behavior or task oriented behavior. A relationship oriented leader is concerned with people and establishes mutual faith and appreciation and listens to workers needs while that of a task oriented leader is primarily motivated by task achievement. Similar to the launching structure style, a task-oriented manager provides clear directions and sets performance standards. There are three key elements that can be also favorable or unfavorable to a leader; the quality to leader-member relations; task structure and position power. Connecting the three situational uniqueness yields a list of eight leadership situations. In this figure it explain that task-oriented leaders are more useful when the situation is either highly favorable or highly unfavorable, relationship oriented leaders are more effective in a positions of moderate …show more content…
This theory focuses on the characteristics of followers as most important element of situation, and consequently of determining effective leader behavior. The point of the author is somehow illustrated in a situation in which, the author had mentioned that subordinates vary in readiness level. People low in task readiness, as a result of little ability for training or insecurity, need a different leadership style than those who are high in readiness and good ability, skills, confidence and willingness to work. (Exhibit 3.4 summarizes the relationship between leader and follower readiness. There are four leader styles as stipulated in this theory; telling, selling, participating and delegating. The telling style follow a high concern for takes and low concern for community and relationships; this is directive style, the leader gives clear directions about how jobs should be polished. The selling approach is established on high concern for both relationships and tasks, with this approach the leader clarify determination and give followers a chance to ask questions and gain clearly about works tasks. The participating style is characterized by high relationships and low tasks behavior. The leads shares ideas with followers, inspires participation and expedite decision making. The fourth style, the delegating style, reflects allow concern for both jobs and relationships. This leader contributes little
This theory further explains that the leader might possess a relationship behavior or task oriented behavior. A relationship oriented leader is concerned with people and establishes mutual faith and appreciation and listens to workers needs while that of a task oriented leader is primarily motivated by task achievement. Similar to the launching structure style, a task-oriented manager provides clear directions and sets performance standards. There are three key elements that can be also favorable or unfavorable to a leader; the quality to leader-member relations; task structure and position power. Connecting the three situational uniqueness yields a list of eight leadership situations. In this figure it explain that task-oriented leaders are more useful when the situation is either highly favorable or highly unfavorable, relationship oriented leaders are more effective in a positions of moderate …show more content…
This theory focuses on the characteristics of followers as most important element of situation, and consequently of determining effective leader behavior. The point of the author is somehow illustrated in a situation in which, the author had mentioned that subordinates vary in readiness level. People low in task readiness, as a result of little ability for training or insecurity, need a different leadership style than those who are high in readiness and good ability, skills, confidence and willingness to work. (Exhibit 3.4 summarizes the relationship between leader and follower readiness. There are four leader styles as stipulated in this theory; telling, selling, participating and delegating. The telling style follow a high concern for takes and low concern for community and relationships; this is directive style, the leader gives clear directions about how jobs should be polished. The selling approach is established on high concern for both relationships and tasks, with this approach the leader clarify determination and give followers a chance to ask questions and gain clearly about works tasks. The participating style is characterized by high relationships and low tasks behavior. The leads shares ideas with followers, inspires participation and expedite decision making. The fourth style, the delegating style, reflects allow concern for both jobs and relationships. This leader contributes little