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Question: ications leading in a new context was a successful sales...

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ications: Leading in a new context was a successful sales manager in a them are also quite competitive with each ot catering company for five years, leading his team of 8 sales reps to increased performance every However, he is already wondering if the team could perform better if they cooperated more rather r and greatly expanding his organizations than being so individualistic. share of the local catering market. However, as his To what extent will Mohammeds was fairly small and there was no further previous experience as a sales manager be of use in this pportunity for career development there, he has recently moved to a new post at an IT company. Here, he is leading a team of 20 sales reps and new industry and new team? competition at the national rather than just the local level. to having a substantial they conduct their work and from his first few days n the job, Mohammed has realized that many of What challenges do you think Mohammed will face in his first few months in the new job? Using insights from contingency theory and path-goal theory, what would you recommend he focuses The sales reps in this team are used amount of autonomy in how first? on elements, whether that be the followers experience or their trust and confidence in the leader Ho Leader-member exchange theory
126 Part 2: The Management Relationship employee needs to take in order to achieve gal path-goal theory (House, 1996). This theory views e leadeship as essentilly motivational, and effectiveadapting their styles to complement the situaton leaders as those who clarify the path or route an and the employee characteristics ation
to identif Leadership context elements ocuses o Contingency theory ln the late 1960s, Fred Fiedler developed a model of 1. Leade adership effectiveness based on a simple premise: are in t leaders would be more effective when their style matched the requirements of the situation. Because effectiveness is contingent on the situation, rather than being inherent in a particular person or style, this approach is called contingency theory. Fiedler 3. Positi (1967) suggests that our leadership style is fairly fixed and stable and is oriented towards either task or relationship, similar to the behavioural approesorma we looked at above. their l the ta er an rs over rin er One of the controversial elements of this theory Contexts is how leadership style is measured (Schneider, 1985). leader-m Fiedler used a questionnaire called the least preferred strong p co-worker (LPC) scale. The LPC asks respondents three var to rate the person they work least well with on 16 pairs Bring of adjectives, such as efficient-inefficient, hostile- together supportive, friendly-unfriendly. The theory holds whose st that if you describe this least preferred co-worker leaders a in relatively positive terms even though you may not favoura work well together, you have a relationship orientation. relations On the other hand, if you describe them in relatively intermed negative terms, you are more focused on the task and support t productivity rather than positive relationships. Some the criti authors have suggested that the scale does not measure theory is task or relationship orientation at all, but instead of the situ al tive complexity (Vecchio, 1979). They argue that a bout ho can recognize positive and negative points Path-q a colleague is more cognitively complex than ne who rates the colleague solely in negative An altern re is also evidence that the LPC score can behaviou
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