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Showing posts with the label organizational management

Effective Leadership under Fielder’s Contingency Model

Leadership is often situational in its effectiveness and outcomes. When a leader’s traits match the requirements of a situation a positive result can occur. Fielder’s Model of Leadership helps put within proper context how leadership traits mix with a motivational type to determine the effectiveness of a leader within a particular contextual situation. Crises situations call for one approach while periods of rest require another to develop maximum optimal behavior. Fielder’s model of leadership is one the oldest leadership models around. It follows a couple of beliefs: The performance of a leader depends on two interrelated factors: 1) the degree to which the situation gives the leader control and influence-that is, the likelihood that the leader can successfully accomplish the job; and 2) the leader’s basic motivation-that is, whether self-esteem depends primarily on accomplishing the task or on having close supportive relationships with others (Axtell, 1991). Fielde

Higher Employee Performance through Path-Goal Theory

The Path-Goal theory helps to define methods and pathways to successful achievement of organizational objectives. The theory postulates that leadership behavior is subject to the satisfaction, motivation, and performance of their subordinates. Strong leadership implies that such leaders should engage in behaviors that enhance employee abilities and reduce deficiencies. Organizations can do this through coaching, counseling, servant leadership, and engagement. The specific style of leadership and direction are based upon two contingencies that include the environment and the employee characteristics. Through the use and application of Path-Goal Theory organizations can realize higher performance. The path-goal theory was originally developed by Robert House in 1971 and then revised again in the mid 1990’s. The theory came into business as a strong approach of managing employees and improving upon their overall performance. The ultimate goal is to provide them a path to achieve

Motivation and Innovation: Pro-Social Problem Solving

The nature of work and the organization is changing. As this work becomes dynamic, uncertain, knowledge orientated, and ever adjusting it will rely more heavily on creative ideas of employees (George, 2007). Intrinsic motivation and innovation have important associations that should not be overlooked by organizational researchers. It is through this internal motivation that new ideas and concepts become born through associating and connecting new information in unique ways to solve larger problems. Intrinsic motivation refers to the desire to expend effort based upon one's interests and enjoyment of the tasks being performed (Ryan & Deci, 2000). It is an internal desire for self-fulfillment, development, and accomplishment outside of the realm of extrinsic rewards. In history it was the desire of these intrinsically motivated and creative individuals that changed the nature of industry, methodology and even life by bringing forward ground breaking ideas and concepts. Intrin