How to Choose a Leadership Pattern
Since 1922, "Harvard Business Review" has been a leading source of breakthrough ideas in management practice many of which still speak to and influence us today. "The HBR Classics" series now offers you the opportunity to make these seminal pieces a part of your permanent management library. Each volume contains a groundbreaking idea that has shaped best practices and inspired countless managers around the world and will change how you think about the business world today. Modern managers face a dilemma when leading. To relate to subordinates, they may choose a pattern of leadership that ranges from making all the decisions themselves to allowing their subordinates to make decisions within prescribed limits. In deciding how to lead, managers must be aware of their values, confidence in subordinates, leadership inclinations, and tolerance for ambiguity. They must also consider whether their subordinates have the independence, maturity, interest, and knowledge to share in decision making.
5 pages matching social in this book
Results 1-3 of 5
What people are saying - Write a review
We haven't found any reviews in the usual places.
able to behave amount of freedom area of freedom authoritarian boss challenge characterize managers CHOOSE A LEADERSHIP concept confidence in subordinates consider in deciding continuum deal deci decision mak decision-making process decision-making responsibility delegated democratic dilemma effective employee environment example executive exert Exhibit experience factors feel freedom available function given goals Harvard Business Review HBR Classic high degree highly directive human relations important influence interdependency invites questions kind of behavior leadership behavior LEADERSHIP PATTERN limits Manager defines Manager permits Manager presents ideas Manager sells manager's Managers who release modern managers nates nonmanager number of decisions organizational organizations original article participation passing the buck permit subordinates permit the group Phenomenarchy pressure relevant Robert Tannenbaum role Schmidt sion situation social solving staff meeting subordinate group Subordinate-centered sume responsibility tend tentative decision subject tion tives tolerance for ambiguity training laboratories type of leadership understand University of California values and traditions Warren H