Impact on leadership depending upon the structure of task-whether high or low
Task structure refers to the degree to which the task is clearly defined. A bank teller’s job has relatively high task structure; the branch manager’s job has less. The nature of the situation, specifically the characteristic of the task affects the impact of the leader’s behaviour on follower satisfaction and effort.
Basically, the leader chooses among four styles:
1.Directive. The leader tells employees what he expects of them, gives them guidance about what they should do, and shows them how to do it.
2.Supportive. The leader shows concern for the well-being and needs of her employees by being friendly and approachable.
3.Participative. The leader involves employees in decision making, consults with them about their views of the situation, asks for their suggestions, considers those suggestions in making a decision, and sometimes lets the employees make the decisions.
4.Achievement oriented. The leader helps employees set goals, rewards the accomplishment of these goals, and encourages employees to assume responsibility for achieving the goals.
When the task is structured; the supportive, achievement oriented and participative leadership styles are preferred. But the directive style of leadership is not preferable when the task is structured. This is because when the employees are aware of what the task they are supposed to finish there is no need for the employer to direct them.
When the task is unstructured, the directive and achievement oriented styles are preferred rather than the supportive and participative style. This is because the employees are not fully aware of the task to be performed and therefore a leader who tells or helps employees to set goals would be more effective rather than a leader shows concern or involves employees. Consider the president of a new start-up company in which the ten employees are hand picked, the tasks are highly ambiguous, but the president’s authority is clear. A directive or achievement oriented style would work well.
When the goals set are clear the leadership style that is preferred is supportive and participation. The only difference between a structured task and clear goals is that an achievement oriented leadership style is not preferred. This is because when the goals are already set, you don’t require a leader who sets them and rewards them.
The last case where the task has ambiguous goals, the leadership style to be adopted is similar to that of the unstructured task. This is because one would require a directive and achievement oriented leader to set goals, instruct the employees, guide them, reward them when the goals are ambiguous.
Conclusion: there is no golden rule as to which leadership style to be adopted depending upon the task structure but the analysis given above would have a higher probability of success ratio so as to effectively lead.
Task structure refers to the degree to which the task is clearly defined. A bank teller’s job has relatively high task structure; the branch manager’s job has less. The nature of the situation, specifically the characteristic of the task affects the impact of the leader’s behaviour on follower satisfaction and effort.
Basically, the leader chooses among four styles:
1.Directive. The leader tells employees what he expects of them, gives them guidance about what they should do, and shows them how to do it.
2.Supportive. The leader shows concern for the well-being and needs of her employees by being friendly and approachable.
3.Participative. The leader involves employees in decision making, consults with them about their views of the situation, asks for their suggestions, considers those suggestions in making a decision, and sometimes lets the employees make the decisions.
4.Achievement oriented. The leader helps employees set goals, rewards the accomplishment of these goals, and encourages employees to assume responsibility for achieving the goals.
When the task is structured; the supportive, achievement oriented and participative leadership styles are preferred. But the directive style of leadership is not preferable when the task is structured. This is because when the employees are aware of what the task they are supposed to finish there is no need for the employer to direct them.
When the task is unstructured, the directive and achievement oriented styles are preferred rather than the supportive and participative style. This is because the employees are not fully aware of the task to be performed and therefore a leader who tells or helps employees to set goals would be more effective rather than a leader shows concern or involves employees. Consider the president of a new start-up company in which the ten employees are hand picked, the tasks are highly ambiguous, but the president’s authority is clear. A directive or achievement oriented style would work well.
When the goals set are clear the leadership style that is preferred is supportive and participation. The only difference between a structured task and clear goals is that an achievement oriented leadership style is not preferred. This is because when the goals are already set, you don’t require a leader who sets them and rewards them.
The last case where the task has ambiguous goals, the leadership style to be adopted is similar to that of the unstructured task. This is because one would require a directive and achievement oriented leader to set goals, instruct the employees, guide them, reward them when the goals are ambiguous.
Conclusion: there is no golden rule as to which leadership style to be adopted depending upon the task structure but the analysis given above would have a higher probability of success ratio so as to effectively lead.