In Likert’s System Four approach there are four types of systems in
which leaders or managers take place. In these systems there are four ways
which are used by the leaders or managers to lead their subordinates.[1]
These are stated in the following:[2]
The exploitive -
authoritative system, where decisions are imposed
on subordinates, where motivation is characterized by threats, where high
levels of management have great responsibilities but lower levels have virtually
none, where there is very little communication and no joint teamwork. In this
system we cannot see any real leadership characteristics.
The benevolent -
authoritative system, where leadership is by a
condescending form of master-servant trust, where motivation is mainly by
rewards, where managerial personnel feel responsibility but lower levels do
not, where there is little communication and relatively little teamwork. This
system also does not depend on the leadership principles.
The consultative system, where leadership is by superiors who have substantial but not
complete trust in their subordinates, where motivation is by rewards and some
involvement, where a high proportion of personnel, especially those at the
higher levels feel responsibility for achieving organization goals, where there
is some communication (both vertical and horizontal) and a moderate amount of
teamwork. In this system there are some signals of leadership but it should be
emerged.
The participative - group
system, which is the optimum solution, where
leadership is by superiors who have; complete confidence in their subordinates,
where motivation is by economic rewards based on goals which have been set in
participation, where personnel at all levels feel real responsibility for the
organizational goals, where there is much communication, and a substantial
amount of cooperative teamwork. This is a complete leadership process. These
systems are implemented by the leaders with the help of the subordinates.
[1] David J.Rachman, Michael H.Mescon, Business Today, First Ed., New
York : McGraw Hill, 1990, p. 150.
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