1. MANAGEMENT STYLES
The following will address leadership styles and this is going to see the proposals given by various authors: Grover Bolton and Bolton, Blake and McCanse, Blanchard and others, Tannenbaum and Cardona. Let's see normative models that describe how managers should behave and what happens when items are distractors as well as managers behave according to the behavior of subordinates.
styles models to be discussed below are based on various dimensions, in terms of communication matrix and Grover Bolton Bolton articulates some personality variables that affect the expression mode of management. Tannenbaum in his model is set in the tolerance of uncertainty reflected in the degree of decision awarded to the subordinate, Cardona is the leadership style should vary depending on the pace and importance of the decisions. In terms of the proposed control McCanse Blake and focuses on specific factors in management and his penchant for the task or the people. Blanchard and other factors referred to the environment based on the maturity of subordinates and colleagues. Bolton Model
and Grover Bolton:
When discussing leadership styles, there are two variables that must be taken into account, assertiveness is the firmness with which states the subject and the emotion that is the degree of manifestation of one's passions and reaction to the outside. Based on these variables would lead to four types of styles.
1. The analytical prefers to work alone and focus on the task and consider all alternatives because he wants above all hit.
2. The affable has a strong aversion to risk as the preferred analytical structured and stable situations, but unlike the likes teamwork and interested in the contribution of others.
3. The expressive displays a remarkable activity spontaneously and continuously, passing from one subject to another without transition and is desperate to analytic excesses, this is not the style of the most stable.
4. The manager makes decisions without much thought or consideration of external aspects of the task content is safe and is expressed directly. According
Grover Bolton and Bolton when a person feels overwhelmed by his style situation gives rise to another defensive end is the front and when the stress situation persists these styles are their succeeded by others. This behavior is functional because it is a pressure relief but also damages the relationship of the person under pressure with the other actors. Model
Blake and McCanse
When conducting policy work takes account of people and / or production of the object / provision of service provided by the company. The interest in production is related to the tasks of the enterprise: efficiency in purchasing, product and process sales. The concern for people lies in employee motivation, promoting a healthy environment, etc. The Blake and McCanse model consists of a two-dimensional array, a grid with X and Y axes reaches maximum values \u200b\u200bof 9 in each category. There are four types of managers, the manager of anything does not care about people and not by the tasks, avoiding contact the other cone and commitment, the country club manager who cares about maintaining cordial relations but has no interest in production and lost business opportunities, the manager task that sees people as pieces that give rise to any product or service demanded by the company is not interested in communicating with staff, the team manager is concerned with the production and sets the conditions for members of the organization to participate is organized and accurate in their perceptions. Model
Blanchard and other styles
Sorts according to the actual situation is given the managerial, managers must adapt their style to the circumstances, the two dimensions to achieve the appropriate style is the behavior policy and support. The managerial behavior is related to the design of the structure, definition of roles and goals set this behavior is proportional to the maturity of subordinates, as they increase the maturity of managerial behavior decreases. Support the conduct is intended to reassure people in their tasks by two-way communication and congratulations for an achievement. These two behaviors
make room for four styles. The management style is appropriate to guide people with little aptitude for work but looking forward to do so in this case monitoring should be narrow. The coaching style is high in directive and supportive behavior and typically occurs in complicated tasks. The style of support should be used with subordinates are competent but not confident to successfully complete the task. The fourth style is called delegating as employees perform their tasks and can fend for himself in every way. Tannenbaum
The author describes the leadership styles between two poles: the head-centered leadership and direction to subordinates based. The main procedures followed by the van from which management makes decisions and announces them and subordinates do not participate in decision-making to the manager who allows subordinates to act within the limits defined by him and participate in decision-making. In activities where there is a greater risk the manager will find it necessary to control and therefore give less space to subordinates.
matrix management styles of Cardona
This model is based on the decision itself and is based on the importance and urgency of the decision-making when the decisions are not very urgent and we are delegated to the participatory style when decisions are urgent, but delegated the style is democratic, consultative style is typical of decisions that fall within the address but are not urgent, the authoritarian style is when responsibility of the management decisions but also urgent. Clarke proposes that 80% of the shares must be delegated and not delegated to 20% and 80% of the shares would be some 20% urgent and pressing.
Written by: Ingrid Fonseca Franco.
BIBLIOGRAPHY: Paradigms of Leadership McGraw Hill.
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