Professional Documents
Culture Documents
“This is the way we are going and why. Come with me.”
Affiliative style
Affiliative style
Primary objective: Creating harmony among employees and between the leader and employees
§ Is most concerned with promoting friendly interactions
§ Places more emphasis on employees’ personal needs than on goals and standards
§ Pays attention to “the whole person”; stresses things that keep people “happy”
§ Avoids performance-related confrontations
§ Rewards personal characteristics more than job performance
Least Effective:
§ When employees performance is inadequate
§ In crises or complex situations needing clear direction and control
§ With employees who are task-oriented
§ With employees uninterested in having a friendship with their leaders
Most Effective:
§ When used as part of a repertoire including Visionary, Participative or Coaching styles
§ When giving personal help
§ in getting diverse, conflicting groups to work together harmoniously
Primary objective: Building commitment among employees and generating new ideas
§ Trusts that employees can develop the appropriate direction for themselves and the organization
§ Invites employees to participate in the development of decisions
§ Holds many meetings and listens to employees’ concerns
§ Rewards adequate performance; rarely gives negative feedback
Least Effective:
§ In crisis
§ When there’s no time to hold meetings
§ When employees are incompetent, lack crucial information
or need close supervision
Most Effective:
§ When employees are competent
§ When employees must be coordinated
§ In instances when a leader is unclear about the best approach
Most Effective:
§ When employees acknowledge a discrepancy between their
current level of performance and where they ideally would
like to be
• Experience of employees
• Employee strengths and weaknesses
• Complexity of tasks
• Time pressures
• Risk associated with deviation from performance
• Resources available
What is Organizational Climate?
Bottom-line,
Satisfaction,
Motivation,
Productivity
TIME
Six dimensions of organizational climate
Flexibility
Responsibility
Standards
Rewards
Clarity
Team commitment
Flexibility
Team
commitment
Flexibility
Team
commitment
Responsibility
Team
commitment
Responsibility
Team
commitment
Standards
Team
commitment
Standards
Clarity
Team
commitment
Rewards
Clarity
Team
Team
commitment
commitment
Rewards
Feedback: Feedback:
Rewards People receive specific People do not receive
performance feedback feedback tied directly to
about what they need their job performance.
Clarity to do differently to
improve performance.
Team
commitment
Clarity
Clarity
Team
commitment
Clarity
Clarity
Team
commitment
Team commitment
Teamwork: Teamwork:
Rewards
People trust one another People do not generally
that they are working trust one another, and
toward a common goal. are not very friendly.
Clarity
Team
commitment
Climate Sub-categories
Bureaucracy The Degree to which there are few unnecessary procedures, systems
Flexibility Minimized of administration, policies and formalities.
The extent to which individuals are encouraged to develop new
Innovation
ideas and approaches.
The feeling people have that they can decide how to do their jobs
Autonomy
Responsibility without consulting their boss.
The degree to which employees feel encouraged to take calculated
Risk Taking
risk.
Performance- The degree to which people feel that rewards are allocated on the
Reward based Rewards basis of performance.
Recognition The extent to which recognition and praise outweigh threats and
and Praise criticism.
Mission and The degree to which people know that there’s an overall
Clarity Direction organizational vision with clear plans to reach it.
Organization & The extent to which the organization has an understood structure and
Expectation job expectations, clear roles, and efficient functioning.
Dedication The degree to which people give extra effort when needed.
Congeniality The feeling people have that they like and trust their co-workers.
Linking Styles and Climate Results
Effect of leadership styles on drivers of climate