Behavior

1
Tannenbaum and Schmidt’s Continuum of Leadership Behavior shows the relationship between the levels of freedom that a manager chooses to give to a team, and the level of authority used by the manager. Tannenbaum and Schmidt concentrated more on delegation and freedom in decision making to subordinates and thereby on the team development. As the team’s freedom increases, the manager’s authoritydecreases. This is a positive way for both teams and managers to develop.
• Manager takes decision and announces it – only manager plays the decision-making role; no team involvement
• Manager decides and then “Sells” his decision to the team – no change in decision; but team may raise some concerns
• Manager presents ideas and invites questions– team knows what options manager considered forhis decision; more team involvement
• Manager presents tentative decision subject to change – team can have a say on manager’s decision; it can be changed based on discussion
• Manager presents problem get suggestions, makes decisions – team is free to come up with options; manager decides on those options
• Manager defines limits asks group to make decision– manager delegated whole thing tothe team; but still manager is accountable for the outcome
• Manager permits subordinates to function with defined limits– complete freedom level; team does all the work almost as what the manager does at level 1.
Mr. Dennis would be placed in “Manager takes decision and announces it” because he made the decision to move “The Craft Shop” to another location and appointed Mr. Eagleton as themanager of The Craft Shop. He would also be placed in “Manager decides and then “Sells” his decision to the team” when he decided to open the Print shop even though there was a great deal of competition in the city and a heavy commitment of capital expense. It was Mr. Dennis decision but his team may raise concerns.

Mr. Eagleton would be placed in “Manager permits subordinates to function withdefined limits” because Eagleton expects each craft shop employee to maintain and expand his or her own customer base, order supplies, provide services and so on. He lets his employee manage themselves. They would be held responsible for their respective specialties.

2
Fiedler’s Contingency Theory
1) Leader-member relationship: the degree to which the employees accept the leader.
2) Taskstructure: the degree to which the subordinate’s jobs are described in detail.
3) Position power: the amount of formal authority the leader possesses by virtue of his or her position in the organization.
For leader-member relations, Fiedler maintains that the leader will has more influence if they maintain good relationships with group members who like, respect, and trust them, than if they do not.Fiedler explains that task structure is the second most important factor in determining structural favorableness. He contends that highly structured tasks, which specify how a job is to be done in detail, provide a leader with more influences over group actions than do unstructured tasks. Finally, as for position power, leads who have the power to hire and fire, discipline and reward, have more powerthan those who do not. For example, the head of a department has more power than a file clerk.
I believe that the most effective leadership would be a mixture of all three. Leader member relationship if the employees accept the leader then they’ll work harder and go the extra mile when they have a leader they believe in. If they believe in Mr. Kelly then they’ll be willing to work more and harderand drive business up.
Task structure the company would run like a well oiled machine because every employee has a detail description of what his job entitles and how to do it properly so everyone in the company works as one. Mr. Kelly would help his employees by letting them know what is expected from them their positions.
Position power, all business need a person in power at the top at all...