Leadership and Managerial Style
Thank you for such an insightful post! How great is it that you were able to directly relate to Tammy in moving into a position of leadership within an organization where you had previously been working? I completely agree with you in that Tammy will need to foster relationships that promote productivity.
I wonder if Tammy will be tempted to lean towards a more 1,9 managerial style where she focuses more on relationships than on production. “His aim as a manger, however, is to avoid pressuring for production at a rate higher than that which would win acceptance from organizational members” (Blake-Mouton, 191). I imagine that it would be difficult to focus as much on production as on relationships when you already have established friendships with the people that you are trying to lead. It sounds as though you were able to accomplish more of a 9,9 managerial style, which is quite a feat!
In order to focus more on production, she will need to adopt a leadership style that is high in initiating structure. As Dr. Wagner talked about in his video, “Initiating Structure and Consideration,” Tammy will need to set and maintain definite standards of performance for her team if she hopes to turn the YMCA around.
Thank you again for an excellent post!
Julia
Teresa,
I agree with you when you say Tammy will have to initiate structure and consideration. In this case I think these styles of leadership are both equally important.
Additionally it may be beneficial for her to not only understand her staff but to understand her own unique leadership styles.
She posed several questioned pertaining to her own leadership, stating, “do I have the skills and competences to effectively change the current situation?”
Tammy is wise in posing these questions and understanding that merely having consideration may be futile, as there is no direct relation between consideration and job performance.
How beneficial do you think it will be for Tammy to know her managerial style?
I wonder if Tammy will be tempted to lean towards a more 1,9 managerial style where she focuses more on relationships than on production. “His aim as a manger, however, is to avoid pressuring for production at a rate higher than that which would win acceptance from organizational members” (Blake-Mouton, 191). I imagine that it would be difficult to focus as much on production as on relationships when you already have established friendships with the people that you are trying to lead. It sounds as though you were able to accomplish more of a 9,9 managerial style, which is quite a feat!
In order to focus more on production, she will need to adopt a leadership style that is high in initiating structure. As Dr. Wagner talked about in his video, “Initiating Structure and Consideration,” Tammy will need to set and maintain definite standards of performance for her team if she hopes to turn the YMCA around.
Thank you again for an excellent post!
Julia
Teresa,
I agree with you when you say Tammy will have to initiate structure and consideration. In this case I think these styles of leadership are both equally important.
Additionally it may be beneficial for her to not only understand her staff but to understand her own unique leadership styles.
She posed several questioned pertaining to her own leadership, stating, “do I have the skills and competences to effectively change the current situation?”
Tammy is wise in posing these questions and understanding that merely having consideration may be futile, as there is no direct relation between consideration and job performance.
How beneficial do you think it will be for Tammy to know her managerial style?