According to situational management models in general, leaders should choose different leadership solutions depending on the situations that they encounter. Control competencies which work in one given situation might not be effective under different circumstances (Graef, 1983). Quite simply, other factors must be taken into consideration when deciding which control style to use in a given situation. Therefore, successful leaders can be characterised as those who find themselves able to change their leadership styles relating to situations which warrant their involvement.
The Hersey-Blanchard Situational Management Model is built on the concept using "follower maturity" as the key issue which impacts adjustment in authority styles. Follower maturity, which defines the readiness of fans to perform in a given situation, is dependant on two major factors - the ability and confidence in doing the duties. Four command styles which emerge from this two-by-two matrix model (see Stand 1) are Participating, Offering, Revealing to and Delegating. All these four command styles have differing levels in conditions of follower ability and self-assurance.
Table 1: Hersey-Blanchard Situational Table Leadership Model
High
PARTICIPATING STYLE
Followers are capable but
Relationship
Behaviourunwilling rather than confident
SELLING STYLE
Followers are not able but
willing and confident
DELEGATING STYLE
Followers have the capability,
willing and confident
TELLING STYLE
Followers are not able,
unwilling and not confident
Low
Task Behaviour Low High
Managers who are enthusiastic to work with the Hersey-Blanchard Situational Authority Model must first fully understand or be able to assess/gauge the level of maturity of its subordinates with regards to their readiness or commitment to perform their job tasks.
Based on the situation analysis shown and the command model depicted in the desk above, it could be concluded that John Terrill had adopted the Delegating Control Style in working with the situation at DGI International's Tech Services division.
Delegating Command Style
Looking at the two-by-two matrix, the Delegating Management Style is described as Low Activity, Low Romantic relationship, whereby involvement from managers is maintained to the very least with the assumption that the subordinates are able, willing and assured of accomplishing the tasks accessible. Managers who choose this style of leadership will allow their fans or subordinates to adopt responsibility for his or her assigned tasks with reduced guidance from them.
In the truth of DGI International's Tech Services department, John Terrill applied the delegating style based on the account of the team in his department. Because it was stated that all 20 of his subordinates are technicians who are highly paid and best informed, it could be deduced that band of employees are high performers in their area of expertise within the business. Management will not be ready to pay them highly if indeed they do not have got high level of job maturity, which refers to their job features and self confidence in accomplishing their responsibilities as engineers. Predicated on their aptitude and the actual fact that the engineers requested top management to avoid making them spend too much time on writing studies, Terrill was able to gauge that the employees have got high capabilities of doing their responsibilities and are also inclined and self-assured to do their job so long as these were given the ability and time had a need to accomplish their duties. The engineers didn't need much prompting and guidelines from him to take on new initiatives that assist contribute to their production.
Terrill's delegating style can be further identified when he promised to stay off the engineer's backs and also make sure that top management did the same. This indicates that Terrill will not interfere much with the daily tasks of the engineers because he thinks the engineers know what are expected of these, what they are supposed to do and don't need much path from Terrill to perform their responsibilities.
Strengths of Delegating Style
This design of leadership empowers enthusiasts to be in charge of their own actions and decisions. For example, the engineers are given high autonomy in doing their tasks with minimal guidance by Terrill.
For mature enthusiasts who have advanced of job readiness, this management style gives them a great sense of accomplishment which acts as motivator to give their best and increase efficiency (Hersey and Blanchard, 1988). In cases like this, the engineers have the ability to concentrate on accomplishing their tasks and efficiency of the department will improve.
Empowerment allows for a certain amount of independence which helps bring about accountability and imagination in individuals.
A leader who is able to delegate his authority in terms of job accomplishment will have time and energy to give attention to other strategic concerns.
Followers of the command style will feel more trusted and will build a closer working marriage with the market leaders and foster better team work. Inadvertently, it will be far easier for Terrill to turn around the department because his technical engineers will have significantly more value for him and will not think twice to help him achieve their goals.
Weaknesses of Delegating Style
Measurement of job readiness is subjective and based on several factors, mainly job capacity and job self confidence (Hambleton et al. , 1977(. However, in case a head wrongly gauged the work readiness of his enthusiasts and leave it to them to perform certain responsibilities, he might not exactly achieve the desired results at the end of your day.
This style of leadership is available to abuse. Followers may be able, willing and self-confident to execute the tasks however they could also take benefit of the low involvement from their professionals so that the tasks may not be completed promptly or output is not up to par needlessly to say.
A leader can delegate the tasks to his followers but accountability of the job still is with the first choice.
To sum up, job delegation should be a gradual process before head is satisfied and confident that the duties can be achieved with minor supervision. However, in real life, there is absolutely no single leadership style that may be applied in all situations. Effective market leaders can adjust their authority styles based on the situation accessible. Leaders who are able to choose different styles predicated on what is required of them will be most successful.
Question 2
What do you think was John Terrill's source of power? Do you consider it works well?
The idea of electric power can be defined in varying ways but generally vitality is regarded as the capability to influence, impact and mobilize the attitudes and behaviour of others. The word power, authority, domination and control are often used interchangeably as there is a thin collection separating their meanings (Pheby, 2004). However, electricity is not exclusive to only managers and leaders instead of authority which includes certain genuine positions. Power is able to shape one's actions and behavior; thus, it could be taken care of that decision making can be inspired with the lifetime of power sources in a system.
In an organizational framework, power is immediately related to hierarchy or composition and legitimacy which come with positions. The power of those in higher ranking positions to affect their subordinates is driven by power. It is an element which is able to shape professionals and followers, and is also the key fundamental factor for management effectiveness. In fact, one of its most important functions is to make interdependency between market leaders and enthusiasts. Ogden et al. (2006) includes that power do not need to have goal compatibility but only dependence.
Researchers French and Raven (1959) experienced studied the resources of power and efficiently shown them in five particular varieties. The five bases of electricity in organizations which have the ability to affect success in command are referred to as follows:
Category
Source of power
Description
POSITIONAL
POWER
Legitimate power
This source of power usually comes with specific functions and positions in organisations. This vitality is also embedded in formal job explanations that are mutually decided to by employees within an organisation. Generally, people possessing higher position are able to ply more organisational power compared to those in lower ranking jobs.
Reward power
Normally associated with the formal expert to allocate organisational rewards to employees. This sort of ability can weaken if the prize is no longer perceived as valuable by the recipient.
Coercive power
The person keeping this power can impose punishment. In organisations, punishments can maintain the proper execution of reprimand, disciplinary action, suspension, demotion, dismissal, etc. Coercive electric power is usually associated with authority and can be used as a coercion tool at the work area.
PERSONAL POWER
Expert power
The capability to influence based on someone's knowledge, skills and expertise which hails from within an specific. This sort of power is normally purchased by experts using fields. May not necessarily linked to position or authority in an company.
Referent power
An individual with referent electric power is looked after as a job model by others. The individual usually offers a charm, charm, charisma or admirable features which others want to identify with.
These five sources of ability can be broadly categorised into positional power and personal ability. Positional power identifies external power which is vested within an individual's formal role, position or power. Legitimate power, compensation power and coercion ability semester in this category. Alternatively, expert ability and referent electricity can be grouped as personal power because they require internal or personal features which participate in individuals.
In DGI International's research study, John Terrill applied a combo of both position and personal power to solve the condition faced by his subordinates in the Technical Services department.
1. Positional power
Being appointed as the top of Complex Services Division plainly suggested that John Terrill performed legitimate power on the team. As the new manager to a team of highly paid and skilled engineers, it could be assumed that John Terrill himself possessed quality attributes which made top management at DGI International very comfortable that he can turn the non-performing department around.
Terrill first shown his legitimate power during his ending up in the designers. First, he cleverly gained the designers' self-confidence by displaying great concern for his or her welfare. Then he exerted his reliable power by demanding to know the reasons for their insufficient productivity and factors which hamper their expected performance. His capability to impact the engineers to words out their grievances which damaged their performance revealed that he was successful in addressing the main of the department's output problem.
In this circumstance, Terrill did not use any compensation or coercive ability because he didn't impose any reward or punishment in getting to the main of the challenge and then making sure that his engineers would carry out their tasks from then on. He used empathy and diplomacy as a leader by exerting his impact to make sure they are follow his instructions.
Terrill also exercised his specialist when he issued immediate order for information to be delivered to his office rather than the headquarters as warranted by top management. He was well aware that his requests were against top management's instructions, but he had not been afraid to use the legitimate power vested in his position to stand by his decision to keep the management from the designers' backs as guaranteed.
2. Personal power
The top management's concern about the low productivity further exhibited the importance positioned on his team. Terrill recognized that his team of designers is crucial to the organisation's development being that they are the best informed and highly paid employees in the business. From this profile alone, Terrill recognized that his department held a great deal of know-how required in the making of refinery equipment. Knowledge and skills of the technicians are highly respected by the organisation, that was why these were never reprimanded for his or her lack of productivity before. Quite simply, the designers have expert vitality which made them essential to the business.
Terrill's source of expert electricity was also produced from the technicians' knowledge and skills. He could anticipate that top management would agree to his suggestion that management should not bog down the designers with daily studies because their executive expertise is a critical resource in interacting with the company's creation objectives, whereas inner reports are only administrative requirements.
In this example, Terrill definitely used the division's expert capacity to negotiate with top management to stay out with their way so that they can perform their engineering work as expected, and ideally increase productivity as expected of them.
Terrill appeared to have gained support from his engineers because they cheered him when he was about to meet top management to combat for his or her cause. If he successfully gets top management to agree with his plight, he will definitely build his referent power and be respected for his charm and charisma in undertaking his job as their head.
It can be summarized that Terrill effectively used his reputable power to influence his engineers to confide in him about problems that they faced which hampered efficiency of the department. Terrill also effectively exercised the division's expert power to ensure top management did not impose trivial matters (such as writing inside daily reports) which take in a lot of the engineers time in order that they could concentrate on accomplishing their engineering tasks.
Question 3
Henry Mintzberg's research shows that diverse director activities can be structured into ten functions. Identify two of the assignments that John Terrill performed in undertaking his responsibility.
According to Henry Mintzberg (2004), based on his research on the various activities of professionals in a business setting, the tasks of managers can be labeled into ten types as depicted in the following table:
CATEGORY
ROLE
ACTIVITY
Interpersonal
Figurehead
Perform duties which are symbolic and ceremonial. Regarded as symbol of authority.
Leader
Directing, motivating, training, advising, influencing, pushing, promoting development of others.
Liaison
In charge of interior and external information links. Engage in exchange of information.
Informational
Monitor
Process and determine information. Maintain information and connections.
Disseminator
Transmit information to other via calls, memos, records, etc.
Spokesman
Representing company to outsiders in public areas relations capacity.
Decisional
Entrepreneur
Project initiation, business identification and leads for opportunities.
Disturbance Handler
Handles inside crises and issues affecting employees, and also external changes.
Resource Allocator
Responsible for allocation and packages priority for organisational resources via budgets, etc.
Negotiator
Negotiates with suppliers, unions, etc.
Through his research, Mintzberg (1973) also managed to conclude that all the above mentioned ten roles get caught in three wide categories which are interlinked. To demonstrate the idea, all three social functions - Figurehead, Innovator and Liaison - provide information. Informational assignments - Monitor, Disseminator and Spokesperson - process the information and become a link to all or any the managerial jobs. In the mean time, the decisional functions make decision how to deliver the information to other gatherings.
All these ten jobs can be applied to any managerial situation depending on dependence on the circumstances. Based on Mintzberg's theory, in the DGI International's case, John Terrill enjoyed the roles of Liaison and Negotiator.
Liaison
John Terrill applied his social skills excellently when he first contacted the engineers to get information on the current problems which damaged their production. During his appointment, he enjoyed his role as a liaison or intermediary between the engineers and top management. He did not reprimand the engineers for the indegent performance of the Complex Services division without first learning the reason for their low contribution to productivity; instead, he wanted to resolve the discord by trying to get to the main of the condition and find a sustained solution that will assist them to increase their outcome in the organisation. His openness may have urged the designers to confide in him even though he was new to the organisation.
Terrill also efficiently executed this role by openly showing his concern for the staff's welfare. Perhaps this helped open up the communication route between him and the engineers because they feel that Terrill was performing in their pursuits. After that, the designers willingly tone out their grouses and grievances when Terrill asked them point blank as to the reasons the division had not been performing as expected. His networking skills were clearly showed when he empathised with the engineers and responded positively that designers in the Complex Services division should not be tied down with paperwork if top management expected them to be more profitable. Instead, they must be allowed to target more on achieving their engineering tasks.
In his liaison role, Terrill tried out to maintain positive relationship with the technical engineers rather than take edges with the top management by using any form of coercion on his team. His objective was to turn around the section and raise the engineer's production. Therefore, he carefully enjoyed his role by offering them a possible solution. Using the energy vested in his position as the supervisor of the team coupled with the mandate distributed by top management to resolve the productivity issue, Terrill issued an order that was up against the wish of company management. To illustrate, as the company management requires that the technicians changed in daily records to head office, Terrill ordered them to turn in the accounts to his office instead. However, Terrill acquired predicted a showdown with top management and experienced already thought up a plan to rear up his actions. He had proven that while the designers were asked to carefully turn in daily reports, actually no one in top management would need the survey daily because for three weeks, no one in headquarters enquired about the missing daily studies.
Negotiator
In solving the reduced productivity problem of the Technical Services department, Terrill also enjoyed the role of the negotiator. This role was exhibited during his first management ending up in the engineers. He explained to them the management's matter for the reduced productivity of the section despite being the highest paid and best informed group within the organisations. He also asked those to words out their grouses and the possible reasons for their non-performance. When he found out that the designers were demotivated by the quantity of daily reporting that they had to do rather than focussing on the engineering duties, Terrill asked the engineers to carry out their engineering duties like these were likely to and boost the division's output while he required care and attention of the daily statement technology problem with top management. He persuaded them that he would stay out of their way and get the most notable management off their backs so that the engineers can complete their tasks needlessly to say. With Terrill at the helm of the section, the engineers are able to focus on their primary jobs and not get worried about other petty issues. The designers were also comfortable that Terrill can prove a spot to top management by keeping the daily information in his office, and they appeared to have backed his activities.
During the showdown with top management in the president's office, Terrill displayed his negotiation skills by informing top management that the main reason for Techie Services division's low output was that the engineers were more occupied with writing daily accounts than actually doing their engineering tasks. He efficiently demonstrated his point by demonstrating top management that the high stack of statement produced during the last three weeks were not read by anyone because no-one asked to look at them. He evidently exhibited them that the quantity of time spent on writing the statement had opted to waste, and that the important time should be put in by the technicians to accomplish other important executive duties. Then suggested that management do away with the daily survey and one brief report from his office on a monthly basis is enough.
In conclusion, professionals are involved in an array of activities when accomplishing the managerial functions. These activities can be clustered into extensive categories and recognized into tasks. By understanding these managerial assignments, managers will be able to discharge their tasks more proficiently and effectively.
Question 4
Do you think gender makes a difference as it pertains to leadership style? Use example(s) and literatures to aid your stand.
Gender is a socially constructed idea of women and men which varies relating to ethnicities, societies, sociable classes and even times in history (FAO, 1997). It really is sometimes misunderstood as being biologically identified and only related to the intimate characteristics of women and men. However, according to Bravo-Baumann (2000) gender relations involves how modern culture determines the rights and tasks of people.
Traditionally, the tasks of women are mostly limited to household-related tasks and nurturing of family. Many cultures across the globe considered women as the weaker gender with limited jobs that can be played in the sociable system. In a few countries, women are even rejected access to education, protection under the law to liberty, and in acute cases are relegated to subordinate status (Bass et al, 1971). However, with the rise of moves towards equality in gender in today's world, more societies have begun to change their mindsets and recognize the fact that women also have roles to learn in the introduction of the population and economy (Inglehart and Noris, 2003).
The last several decades have witnessed the emergence of women positioning managerial roles in organizations. Although men still contain the fort, more women are seen entering the labor force with an extremely number of these being advertised to high managerial positions (Druskat, 1994). However, many women nowadays earn their organisations' mandate and are appointed as CEOs and MDs of companies. Presently, some countries are going by female premiers and presidents, for example Australia and New Zealand. These show that girls are fast being identified in their jobs as capable market leaders.
As due to the increase in female leadership functions, there have been a string of studies aimed at learning the control styles and behavior differences between men and women market leaders (Statham, 1987; Carless, 1998; Davidson & Ferrario, 1992; Truck Engen et al. , 2001). Some experts failed to find disparities in management styles between women and men (Pounder and Coleman, 2002; Truck Eagen, Truck der Leedeen & Willemsen, 2001). Despite the fact that there are varying effects from these researches, a majority of the research results agreed that dissimilarities in command styles definitely can be found among male and female leaders.
Conceptually, because of the differences in dynamics and characteristics of men and women, there are bound to be distinct features which affect their authority styles. It is generally accepted that the control styles of women and men range because of dissimilarities in behaviour of women and men which are molded by population and culture (Eagley, Hardwood and Diekman, 2000). Ladies in leadership roles were seen to be more collaborative, less hierarchical and much more cooperative, caring and promoting self-worth of others (Helgesen, 1990; Book, 2000; Rosener, 1995). In contrast, because of the masculine characteristics of men as recognized by societies, male leaderships tend to be more assertive, aggressive, managing and confident (Eagley et al. , 2000).
The above studies are further reinforced by a report by Eagly, Karau and Johnson (1992) on control styles among university principals supported this notion. From the study, it was concluded that:
Female principals are definitely more task-oriented compared to male principals.
In the role as institution primary which requires more social ability, women display higher task-orientation. However, in men dominated functions, men can look to become more task focused (Eagley and Jonhson, 1990).
Female principals are also more democratic or participative while male principals followed a more autocratic or directive procedure.
Due to interpersonal worth, experience and thoughts associated with female characteristics (Goldberger, Clinchy, Belenky and Tarule, 1987), women market leaders generally use the "soft" procedure when working with others. Hence, women effortlessly develop control styles that tend to be more democratic and participative. Guy leaders, on the other hands, adopted stronger strategies which are consistent with natural dominating and controlling characteristics of men.
Differences in control styles have an impact on the success and direction of a business. Leaders must be able to adopt different methods when met with differing circumstances because not absolutely all situations will warrant the same types of activities. Hence, market leaders are most successful and effective when they can assess a situation accurately and act according to the requirements of the problem rather than generally making use of the same form of control across all circumstances (Fiedler, 1951). Command styles can be affected by external factors including the aspect of work, business environment, organizational culture and industry structure.
To illustrate the idea that gender variations in command styles do are present (Kanter, 1991), we will take a closer take a look at Transformational (essentially associated with women market leaders) and Transactional (prominent in male market leaders). The following table highlights the differences in both types of leadership:
Transformational Leadership
Transactional Leadership
* Leaders motivate their enthusiasts by arousing their emotions and acting beyond the platform of exchange relations.
* Leaders are proactive and help form new dreams and expectations of supporters.
* Market leaders are differentiated by their capacity to inspire and offer individual consideration, stimulation and influence to followers.
* Leaders help in creating learning opportunities and activate their enthusiasts to find solutions to their problems.
* Leaders develop mental bonds with their followers utilizing their management and rhetorical skills and great visions.
* Leaders encourage followers to shoot for their goals beyond self-interest.
* Market leaders are aware of the relationship between incentive and work.
* Command is reactive with high orientation to solve present issues.
* Leaders control the activities of their enthusiasts by depending on praise, inducement, punishment and sanction.
* Market leaders use rewards to encourage their supporters to achieve desired results.
* Leaders reinforce behaviour of fans for successful execution of plan.
Source : http://leadershipchamps. wordpress. com
Introduced by Adam MacGregor Melts away (1978), the transformational management concept defines an approach which encourages positive and valuable changes in performance and morale of supporters based after the behaviours and characteristics of leaders. Transformational leaders brought about changes in organizations by uplifting, motivating and sometimes acting as role models for employees to identify with (Bass, 1985). When you are role models, such market leaders will encourage employees to build up skills which could help them enhance their productivity. Transformational leadership style is often displayed by women leaders since women have innate "nurturing" potential (Kornives, 1991; Ross, 1990). This style can be effective in less-hierarchical organizations such as institutions or shops. In male dominated settings like the military, transformational management might not be preferred.
On the other hand, transactional authority style is more visible in traditional organizational options where male leaders are prominent (Rosener, 1990). Transactional strategy values desired results in exchange for rewards, motivations or punishments; thus, transactional leaders will stress on higher productivity and provide rewards (or abuse) as motivation ( Uses up, 1978).
In realization, there are dissimilarities in management styles by gender. Women leaders generally tend to adopt a "softer" deal with such as democratic and participative. These styles entail relationship with supporters through understanding of their emotions and building the self-worth through motivation, aspiration and encouragement. Women leaders try to promote the working environment and develop assurance through empowerment (Burke, 1986). In contrast, men screen more traditional command characteristics such as assertive, handling, competitive and dominating. However, these differences do not limit men and women to anybody leadership style. Regardless of gender, successful and effective market leaders will see their preferred command style, that can be a mixture of gender-specific roles, which is the most suitable to the problem they are in.
Question 5
If you were the leader of DGI International, will you recommend modifications in John Terrill's authority style that you desire him to adopt? Do you consider you'll be able for John Terrill to make necessary changes? Why?
In the DGI International research study, John Terrill used the Delegating Control Style (Hersey and Blanchard, 1982) predicated on the assumption that the team of engineers in the section that he was heading has advanced of job readiness or maturity owing to the fact they are the highest paid and best informed employees within the business. Also, the statement made by Terrill that he will "stay off the engineers back again and get top management to remain off their backs too" implies that he'll not interfere much with the technicians daily duties. This indicator further supports the idea that the team of technicians is able, eager and confident to perform their responsibilities without much route or guidance from Terrill.
Terrill was employed by DGI International to turn around a non-performing section. When he decided to choose the delegating style, he must have based mostly his decision on sturdy grounds - highest paid and best educated group of technical engineers will need to have possessed experience and job maturity which encompasses those of normal designers. He discovered that the reason behind their non-performance had not been related to their job competencies, but credited to priority imposed by top management on daily survey generation. The technical engineers claimed that they have less time to concentrate on their engineering tasks because most of their working time are allocated to writing daily accounts.
In a situation when coping with employees with higher level of job readiness and maturity, the delegating style is available to be most suitable. Such empowerment and delegation will create motivation to fans because they feel trusted and recognised because of their capabilities, that will increase productivity. Should Terrill decide to adopt other command styles which requires more intervention and supervision, the engineers could easily get switched off and feel demotivated, resulting in low output of the team.
It is also significant to evaluate other authority models which can be put on DGI International's circumstance to ascertain whether Terrill can become more effective in handling the problem in the Complex Services section in other management capacities.
The Ohio State Studies (1940) was developed to analyse the effectiveness of leadership based on two dimensions - people-oriented behavior and task-oriented behaviour. People-oriented behaviour comprises explaining, praising and being attentive, among others, while task-oriented behaviour includes stressing on performance, establishing deadlines and expanding policies. Market leaders are assessed and placed on the two-dimensional matrix based on their ratings (high and low) for both behaviours. The studies figured the very best leaders will be the ones with high ratings in both sizes. Effective leaders show high consideration for staff welfare while at the same time emphasized on the value of accomplishing jobs.
Likewise, the Michigan Studies (1950) investigated the dynamics of effective leadership. The studies were predicated on two elements - employee-orientation and development orientation. While the findings are in essence similar to the Ohio State Studies (1940), the Michigan Studies further asserts that Participative Control is vital in the introduction of team-oriented behaviour when taking care of at group level.
In another model, Blake and Mouton's (1964) Managerial Grid is a favorite tool in management and management. The grid is also developed using two dimensions - activity function (production-centered) and marriage function (people). The five varieties of leadership determined by this grid are Impoverished Professionals, Country Club Professionals, Task Managers, Midsection of the street Professionals and Team Managers. From the five types, Team Managers who rate highly in both sizes are considered most effective.
To summarise, the studies of most three studies above emphasized that leaders who are most reliable and successful must know how to punch a balance between task-orientation and people-orientation. Both proportions are of equally important for an organization to move in the right course.
In relation to John Terrill, while Delegating Style is the most appropriate style based on the Hersey-Blanchard theory when taking into consideration the problem with the team of engineers, Terrill can further improve his leadership style by including a mix of the above findings.
To illustrate, the delegating style provides total empowerment for the technicians in completing their responsibilities. Terrill trusted them to be in charge of their tasks as expected by the business's management with lowest guidance from him. The sole change that I would recommend would be for Terrill to show some degree of task-oriented behaviour. For instance, Terrill might have pressured to the team about the value of increasing production of the section. Rather than just leaving them to brain their own duties, Terrill might have establish deadlines and recommendations for them to achieve certain degree of production so that the management can see improvements in output inside a stipulated period. Terrill could limit his engagement to placing goals and providing recommendations which is best that he keeps out of these way to achieve their set objectives. In case the team can achieve the required results within the timeframe given, Terrill can at least use that as evidence that their problem with low efficiency was indeed the daily article generation.
The Michigan Studies (1950) also described the value of leader contribution in managing at group level. In relation to that, it is strongly recommended that Terrill also display team-oriented behaviour through participative control by playing the roles of any facilitator in preparing course for the team to follow. Instead of totally departing them to accomplish their tasks independently, Terrill could dedicate some time with them to talk about ideas and fix other issues that might surface and hamper their efficiency. Doing so will help Terrill to foster closer relationship with his subordinates and gain their trust and self confidence. Additionally it is important that two-way communication to build up employee proposal to the business.
As backed by Blake and Mouton's (1964) managerial grid, the ideal authority style is Team Administrator. A leaders grouped under this group encourage employees' devotion to the organization by being involved, inspiring, open-minded and flexible. Dedicated employees will screen high level of teamwork and involvement, which eventually lead to high efficiency and work performance.
In summary, Terrill have properly chosen to apply the delegating authority style when met with the challenge with technicians in the Techie Services section. However, he can further improve his handling of the problem by making use of other suitable measurements into his command style, such as : 1) being more task-oriented in setting up deadlines and goals for the team; 2) being more people-oriented by building relationship with the engineers and gain their trust and self-confidence; and 3) being more participative in creating a cohesive team.
