Professional Documents
Culture Documents
• Two-dimensional model of
subordinate participation – an
approach to leadership that
distinguishes between leaders
Grid Training – a multistep process The Challenge of Leading Work
designed to cultivate within leaders a Teams
concern for people and a concern for
production.
Two Variables:
1. Task behavior – guidance and
direction
2. Relationship behavior –
emotional support
3. Path-Goal Theory – a theory of • Developing networks of social
leadership suggesting that interaction between people, close
subordinates will be motivated by ties within and between
a leader only to the extent they organizations
perceive this individual as helping • Developing trusting relationships
them to attain valued goals. between oneself and others
• Developing common values and
Four Basic Styles:
shared visions with others
1. Instrumental (directive) – an
approach focused on providing
specific guidance and establishing 1. 360-Degree Feedback – the process
work schedules and rules. of using multiple sources from around
2. Supportive – a style focused on an organization, and outside it, to
establishing good relations with evaluate the work of an individual—
subordinates and satisfying their often used for leaders to learn what
needs. people think about them.
3. Participative – a pattern in which 2. Assessment centers – sessions in
the leader consults with which a variety of techniques are
subordinates, permitting them to used to determine how people
participate in decisions. behave under various standardized
4. Achievement-oriented – an conditons.
approach in which the leader sets 3. Networking – a leadership
challenging goals and seeks development tool designed to help
improvements in performance. people make connections to others to
whom they can turn for information
Two Aspects:
and problem solving.
1. Characteristics of Subordinates 4. Executive Coaching – a technique
2. Aspects of the work environment of leadership development that
involves custom-tailored, one-on-one
Leadership Development: learning aimed at improving an
Bringing Out the Leader Within individual leader’s performance.
You 5. Mentoring – in which employees
receive help, either formally or
Leadership Development – the practice informally, from more experienced
of systematically training people to colleagues in the organization as a
expand their capacity to function means of helping them develop their
effectively in leadership roles. careers.
6. Job Assignments - assigning them
Three Major areas of emphasis:
to positions that allow them to gain
”on the job” experience.
7. Action Learning – a leadership
development technique involving a
continuous process of learning and
reflection that is supported by
colleagues and that emphasizes
getting things done