MODULE 3

Leadership models

Congruence Model
System model with Input , process , output.
Input: Environment: Market changes,
government regulation and laws,
competitors etc.
Resources: Anything which organization can
use for its benefit, tangible and intangible
both.
History: Recent past, myth about the
organizations

Output: Impact on the system as a whole,

the unit, and the individual.
At each of these levels, it is appropriate to
ask how well the organization met its
objectives, how efficient it was achieving
those outcomes, how well organization
scanned the horizon for new opportunities
and threats.

Core of congruence model:

Work,
People,
Informal organization,
Formal organization

A congruence models
Informal
Organization

INPUT
Environmen
t
Resources
History

OUTPUT
System

Strate
gy

WORK

Formal
organizat
ion

People

Unit
Individual

The Work
What is to be done by the organization and its components
Categorization of task:
Job charteristics: Task component in job characteristic model
Skill variety : Degree to which job involves performing a variety of
different activities or skills
Task Identity: Degree to which a situation or task requires
completion of a whole unit of work from beginning to end with visible
outcome.
Task significance: Degree to which a job substantially impacts
others lives.
Autonomy: Degree to which a job provides an individual with some
control over what he does and how he does it.
Feedback: Degree to which a person accomplishing a task receives
information about performance from performing the task itself.

Task structure:
Structured task
Unstructured task
Task interdependence:
Degree to which tasks require coordination and synchronization in
order for work groups or teams to accomplish desired goals.
Differs from autonomy in that workers may be able to accomplish
their task in an autonomous fashion, but the products of their efforts
must coordinated in order for the group or team to be successful.
Task with high level of interdependence place a premium on
leaders organizing and planning, directing and communication
skills
These seven dimension can provide leaders with insight about how
their behavior and work assignments may either help or hinders
followers satisfaction.

The People

Leaders should look over at the followers in

terms of skills , knowledge, experience,
expectations, needs, and preferences

The Formal Organization

How level of authority,
Organization structure,
Organizational Design,
Lateral interdependence,
Organizational culture
Affect leader, and follower behavior?

Level of authority:
Ones hierarchical level in the organization.
Lower level :
Low task variety
More time spend in training followers,
resolving work unit or team performance
problem etc.
Higher Level : More time in setting
policies, coordinating activities, and making
staff decision

Organizational structure:
The way an organizations activities are coordinated
and controlled, and represents another level of the
situation in which leaders and followers must operate.
Complexity:
Horizontal complexity: : number of boxes in a
particular level
Greater the number of boxes greater the complexity.
Vertical complexity: Number of hierarchical level in
the organizational chart.
Spatial complexity: Geographical dispersion

Formalization: Degree of standardization in an organization

Vary with size, nature of work performed
Centralization: diffusion of decision making throughout an organization.
Organizational Design:
Functional:
Advantage: efficient use of scarce resources
Disadvantage: Poor coordination across the departments.
Product:
Advantage: Better coordination across functional skills
Better control over product
Disadvantage: Duplication of resources, less in depth expertise and weak
coordination across different product groupings.
Matrix :
Advantage: effective utilization of resources
Increased lateral communication and coordination.

Lateral interdependence:
Degree of coordination or synchronization
required between organization units in order
to accomplish organizational goal.

The Informal organization

Organizational culture
What can be talked about or not talked
about?
How do people wield power?
How does one get ahead or stay out of
trouble?