AD

SEÇMELİ DERS

Situational Leadership Theories

  • Definition: The most effective leadership style varies depending on the situation.

    • Leaders must adapt their style to diverse circumstances.

Hersey and Blanchard’s Situational Leadership Theory

  • Key Concept: Successful leadership involves matching leadership styles with employee maturity levels.

    • Elements:

      • Leadership style: how the leader directs and engages employees.

      • Followers’ maturity levels: combination of competence and commitment.

Four Leadership Styles

  1. Telling:

    • Directive and authoritative.

    • Leader makes decisions for employees.

    • Best for M1 level (low competence, low commitment).

  2. Selling:

    • Leader still decides but focuses on persuading employees.

    • Best for M2 level (low competence, high commitment).

  3. Participating:

    • Collaborative decision-making with team members.

    • Best for M3 level (high competence, low commitment).

  4. Delegating:

    • Leader assigns decision-making to employees.

    • Best for M4 level (high competence, high commitment).

Levels of Follower Maturity

  • M1: Low competence, low commitment.

  • M2: Low competence, high commitment.

  • M3: High competence, low commitment.

  • M4: High competence, high commitment.

Organizational Change

  • Definition: Organizations and their leaders must adapt to environmental changes.

  • Factors to Consider:

    • Leaders use various methods for organizational change.

    • Change relates to the whole organization.

    • Change can be implemented consciously or unconsciously.

    • Environmental changes necessitate organizational change.

    • Employee adaptability is critical.

Knowledge and Characteristics for Organizational Change

  • Essential Skills:

    • Leadership, global awareness, teamwork, strategic marketing, work expertise, open communication.

  • Leader Strategies:

    • Encourage employees, express feelings clearly, engage in face-to-face communication, explain necessity of change, and be honest.

Differences Between Leaders and Managers

  • A leader: guides and motivates; a manager: maintains order.

  • Management is a status; leadership is a skill.

  • Managers focus on systems; leaders focus on people.

  • Managers accept conditions; leaders question them.

Successful Leadership in Organizational Change

  • Qualities:

    • Open communication, trustworthy environment, understanding opinions, lack of blame, clarity.

  • Motivation Strategies:

    • Be a role model, provide promotion opportunities, continuous training, and be interested in employee problems.

Organizational Culture

  • Definition: Combination of shared values and behavioral patterns.

  • Key Factors:

    • Culture is subject to change and often the first element influenced by organizational change.

    • Important for adapting to environmental factors.

    • Understanding culture aids effective leadership.

Strategic Leadership

  • Role: Responsible for managerial processes—creation, implementation, and evaluation of strategies.

  • Components:

    • Future estimation, strategic approaches, authorizing managers and employees, guiding towards innovative goals, providing strategic change for competitiveness.

  • Competences:

    • Strategic direction, strategy transformation, employee integration, determining effective strategic points, developing strategic skills.

Charismatic Leadership

  • Characteristics:

    • Transformational capabilities regarding goals, values, and opinions.

    • Creates an attractive work environment through shared vision.

    • Energizes and aligns employees with their goals.

Transformational Leadership

  • Focus: People and change to adapt organizations externally.

  • Actions:

    • Recognize change, meet employee needs, share information, account for skills, make organizational revisions.

Elements of Transformational Leadership

  1. Charisma: Convincing through self-confidence.

  2. Inspirational Leadership: Creating teamwork environments.

  3. Mental Stimulation: Encouraging new perspectives.

  4. Individual Attention: Focusing on each group member.

Characteristics of Transformational Leadership

  1. Limitless to specific behaviors/situations.

  2. No hierarchical structure.

  3. Affects employee thought processes beyond goals.

  4. Considers internal structure in transformation.

Transactional Leadership

  • Definition: Utilizes rewards and punishments for motivation.

  • Characteristics:

    1. Rewards are performance-based.

    2. Focus on exchange between leader and group member.

    3. Individual interests prioritized for group success.

    4. Plans are long-term.

Motivation and Need

  • Definition: Needs drive behaviors; satisfaction alleviates tension.

  • Motivation: A cyclical process of need, arousal, behavior, and satisfaction.

  • Characteristics:

    • Multifaceted and influenced by internal/external forces.

    • Personal phenomenon; determines employee behavior.

Functions of Motives

  1. Initiate behaviors.

  2. Ensure continuity of behavior.

  3. Determine energy and intensity.

  4. Direct behavior.

Benefits of Motivation

  • Encourages creativity and leadership.

  • Enhances perception and intellectual efforts.

  • Mobilizes individuals towards goals.

  • Improves employee skill sets and management order.

  • Satisfies individual ego.

Economic Tools for Motivation

  1. Wage increase.

  2. Premium wage.

  3. Profit-sharing.

  4. Economic rewards.

Organizational-Managerial Tools for Motivation

  1. Unity of purpose.

  2. Balance of authority and responsibility.

  3. Training and promotion.

  4. Enhanced physical conditions.

Psycho-Social Tools for Motivation

  1. Employee empowerment.

  2. Effective communication.

  3. Teamwork atmosphere.

  4. Corporate culture.

Maslow's Hierarchy of Needs

  • Concept: Needs motivate actions, progressing from basic to complex needs.

Herzberg’s Two-Factor Theory

  • Hygiene Factors: Prevent dissatisfaction (e.g., salary, job security).

  • Motivators: Drive performance (e.g., recognition, advancement).

McClelland’s Theory of Needs

  • Three key needs: achievement, affiliation, power.

Alderfer's ERG Theory

  • Categories of Needs: Existence, relatedness, growth.

Content Theories of Motivation

  • Focus on factors motivating behavior; static identification of needs.

Process Theories of Motivation

  • Focus: Psychological and behavioral motivation processes.

Reinforcement Theory (Skinner)

  • Behavior is modified by positive (reinforcements) or negative (punishments) outcomes.

Expectancy Theory (Vroom)

  • Motivation is influenced by valence, expectancy, and instrumentality.

Equity Theory (Adams)

  • Fairness in reward relationships affects motivation.

Goal Setting Theory (Locke)

  • Clear, challenging but attainable goals motivate growth.