Immaturity/Maturity continum

‘Argyrs’s Immaturity Continuum

 His work has focused primarily on the problem of co-existence of individual and organisational needs. Argyris asserts that the operational techniques used in large-scale enterprises in some cases ignore the social and egoistic needs of the employee.  This assumption reveals the notion of inability of one person to motivate another.

Having what he calls “Psychological energy” subordinates will always attach more important to the satisfaction of their own needs. The grater the gap between a person’s needs and organisational needs, the more an employee is likely to show dissatisfaction, apathy, tension etc.

 In his own view, he argues that the effective leader will help his subordinates move from a state of immaturity or dependence towards a state of maturity. He says that if an enterprise does not provide his employees with opportunities for maturing and for being treated like mature individuals they are likely to be frustrated and may act inconsistently with the enterprise goals.

The Managerial Grid

 One of the most widely known conceptual framework dramatised leadership style is the managerial grid propounded by Robert Blake and Jane Mouton. This grid assumes that there is an unnecessary dichotomy in the minds of some managers and leaders about concern for the people and concern for production.

  The five basic styles shown in the grid present varying combinations of concern for people and production. The  1.1 leader has minimum concern for people and production, this style is often called the “impoverished” style.  Leaders concern themselves very little with the either people or production, and minimum have involvement in their jobs. At the other extreme is the 9.9 leadership style. The leader in this category displays in their actions the highest possible dedication both to the people and to production. They often called “team managers” who are able to combine the production   needs of the organisation with the needs of employees.

  The 9.1 leader is primarily concerned with production task accomplishment and has very little regards for the people. The leader wants to meet schedules and the work done at all costs. E.g. military rate

 The 1.9 style indicates a minimum concern for production and a maximal concern for people. Clearly, 5, 5 managers have medium concern for production and for people. The do not set goal too high, and they are likely to have a rather benevolently autocratic attitude toward people.

 According to Blake and Mouton, the grid enables leaders to identify their leadership style. It can be used by he leaders in assessing their style before proceeding for a training programme that is designed to attain 9,9 style of leadership, and classifying managerial style  that does not in way tell us why  a leader fall in one part or the other in the grid. To find this out a person has to look to underlying cause. These may be found in such things as the personality of the leader or of the followers, the ability and training of leaders/ managers; the environment of the enterprise and other situational factors.  

Managerial Grid

Xxxx xxx

(1.9)

Managerial

(9.9)

Management

Xxxx xxx

Thoughtful attention to needs of people for satisfying relationship leads organization atmosphere and  work tempo

Work accomplishment  is from committed people interdependence through a common stake in organization purpose leads to relationship of trust and respect

Path- Goal Model of Leadership

  Like the other situational contingency leadership approaches, the path-goal model attempts to predict leadership effectiveness in deferent situation.

  According to this model, leaders are effective because of their positive impact on followers’ motivation, ability to perform and satisfaction. It is called path-goal because if focuses on how the leader influences the followers, perceptions of work goals, self-development goals and paths of goal attainment.

   The foundation of path-goal theory is the expectancy motivation theory which states that an individual’s attitude, job satisfaction, behaviour and job effort can be predicted from the followings:

(a)    The degree to which the job or behaviour is seen as leading to various outcomes (expiatory).

(b)   The performances for those outcomes (valances). Thus it is proposed that individuals are satisfied with their jobs if they believe it leads to desirable outcomes. The implication of these assumptions for leaders is that subordinates are motivated by the leader’s style or behaviour to the extent that it influences their goals achievement.

Path-goal theory asserts that leaders will be effective by making rewards available to the subordinate’s accomplishment of specific goal.

It is argued that an important part of leader’s duty is to result in goal attainment. This activity     is referred to as Path clarification.

  The early path-goal work leaders to the development of a complex theory involving four specific types of leader behaviour, which include directive, supportive and achievement leader.

 The direct leader treats subordinates know what is expected of them, the supportive leader consult with subordinates and use their suggestions and ideas before reaching a decision. The achievement leader set goals, expects the subordinates to perform at the highest level and continually seek improvement in their performance.

The Main Path-Goal Propositions:

  The two important propositions are as follow:

(1)   Leader behaviour is acceptable and satisfying to extent the subordinates perceive such behaviour as immediate sources of satisfaction or as instrumental to future satisfaction.

(2)    Leader behaviour will be motivated to the extent that makes satisfaction of subordinates’ needs contingent upon effective performance and complements the environment in which the subordinates work by providing the guidance, clarity of directive and rewards necessary for effective performance.

The theories further state that a leader should increase the number of types of rewards available to the subordinates. In addition, leader should provide guidance and counseling to clarity the means in which these rewards can be obtained.

LEADEWRIP IN ORGANISATION

 Some countries of the world are bless with abundant resources both human and materials which Nigeria is inclusive, but acute problem facing them is poor leadership. These countries need effective and able leaders, who can plan, direct, organize and control these abundant resources.

  Leadership may be defined in terns of the totality of functions performance by executives as individuals and as a group.  Leadership can be generally defined as a process of influence other people to achieve a given goal. It is the willingness of people to follow that makes a person as providing a means of achieving their leaders, wants and other needs for example, Andrew is a taxi driver working for “Saga” Company, he is always unfriendly and uncompromising to passengers.

His boss notices his rude behaviour and makes an official report against him. Andrew was called and cautioned. Several months later, Andrew mellows down his attitude towards his passengers. Although, still not cheerful, he is tolerable. Asked by a friend why he was changed, he

Replied, “I had a good talk with my boss. From the above analysis, Andrew needs relationship. His superior heard about his misbehavior and takes remedial steps. Andrew’s conversation with his boss led to a change in his work behaviour. He was influence by his boss to achieve, which an important objective, which is providing an acceptable service to passengers.

Reasons Why People Comply with their Leaders

 Leadership would have not been possible if people fall to comply with orders, directives, and suggestions of their leaders. An act of leadership is not complete until the person or you are trying to lead actually carry out your order or suggestions.

For example, if you are trying to lead your subordinates to sweep a classroom, your best proof of your leadership is a clean classroom.

People comply with leaders because of the following:

(1)   Psychological contract

(2)   Early cultural conditioning

(3)   Satisfaction of dependency needs

(4)   Fear of consequences of non-compliance

The Psychological Contract:

   People in an organisasion will definitely obey the leader because of unwritten contract between themselves and the organization. If for example, your company pays you your salary on time, provides you with a pleasant working conditions, give you good opportunities to socialize with other people, you will be willing to comply with many favours the company may seek form you in return. Among these favours are to work hard and increase productivity, compete most assignment on time and be punctual to work. As long as the request of organisasion seems like a reasonable bargain, you will probably comply.

Early Cultural Conditioning:

 Most, if not all culture people are taught early in life to obey constitution authority, Perhaps more so in the past than  today, people in position of authority, such as the teachers, clergy, judges, policemen etc are obeyed out respect to their position.

 People vary greatly in their automatic acceptance of authority. Some individuals are pathologically opposed to accepting authority; others are unnecessarily indifferent to the acceptance of authority. Nevertheless, most people generally accept what they perceive as legitimate authority.

 The concept of legitimate verse illegitimate authority is similar to the psychological contact. People in general obey the authority they perceive as being rational and reasonable.

Satisfaction of Dependency Needs:

 Another normal need is dependency, the desire to have another individual takes responsibility for you and help you in solving your problems. In, personal life we depend on key people such as spouses or parents to satisfy some of our vital needs. Most people find it comforting to depend on the advice and wisdom of a superior. We also find it satisfying to have rules to govern many aspect of our behaviour.  These leaders that help us to satisfy our needs we are likely to obey.        

Fear of the Consequences of Non-compliance:

 Many people obey their leaders because they think that, if they fail to obey, something negative will happen on them. People will obey a leader when he or she is in control of powerful negative sanction.

 One may argue, fear of the consequences of non-compliances one of the reasons people comply with their leaders: Is armed robber a leader? Theoretically, the use of extreme negative sanctions is act of leadership, but it is shortlived. The armed robber may end up in jail or being killed. The organization leads people through coercion will capable subordinates for along time.