Professional Documents
Culture Documents
The leader
Administers
Is a copy
Maintains
Focuses on system and
structure
Focuses on control
Takes a short-range view
Asks how and when
Imitates
Accepts the states quo
Is a classic good soldier
Does things right
Innovates
Is an original
Develops
Focuses on people
Inspires trust
Has a long-range perspective
Asks what and why
Originates
Challenges the states quo
Is his or her own things
Does the right thing
Contingency
Frequency of
Mention
92
89
85
83
80
Convergence of Findings
Study
Michigan Study
Production Orientation
Employee Orientation
Bells Study
Task Orientation
Socio-emotional Orientation
Group Dynamics
Study
Goal Orientation
Maintenance Orientation
Consideration
Low
Low
Low consideration
and
High structure
High consideration
High
and
consideration and
Low structure
High structure
Initiating Structure
High
People orientation 9
(Relationship)
5
1
1
5
Task Orientation
Note:
1= Least emphasis
2= Moderate emphasis
3= Maximum emphasis
Good
Bad
Most favourable
Good
Unstructured Structured
Relation
Task Structure Weak
Power Position
Bad
Good
Bad
Good
Unstructured Structured
Stron
g
Weak
Stron
g
Weak
Stron
g
Weak
Stron
g
People
Effect
Task
Situational
S2
Selling
Relationship
S4
Delegating
S1
Telling
Task
Followers Maturity
Stage: 1
Non-Charismatic Leaders
Charismatic Leaders
Environmental
Sensitivity
Low
High
Relation to
status quo
Stage: 2
Future goals
Likableness
Articulation
Strong articulation of
goals and motivation to
lead
(inspirational)
Stage: 3
Behavior
Low risk,
conventional and
Conforming
Trustworthiness
Disinterested advocacy
in persuasion attempts
Passionate advocacy
through personal
examples
Expertise
Use of conventional
means
Use of unconventional
means and critiquing
convention of means