Management 1 MBA 5315 Leadership in Organizations In general, Consideration and Initiating Structure (hereinafter referred to as CIS) can be seen as two different dimensions of the leaders’ behaviour which was identified in the year 1945 in the Ohio State Leadership research studies(Lazaroiu, 2015). As per the research findings,leaderspossessmajorlytwotypesofbehavioursforfacilitatingtheirgoal accomplishment. In this context, twotypes of leader behaviour are listed as: Task-oriented, which is also known as initiating structure People-oriented, which is also known as consideration It has been found that this model is likely to the leadership model given by Michigan Studies(Mosadeghrad & Ferdosi, 2013). Consideration In general, consideration is known as an extent to which a leader can exhibit concerns in relation to the welfare of the group members. It is worth knowing that the consideration factor is typically oriented towards mutual trust, interpersonal relations, and friendship (Mosadeghrad & Ferdosi, 2013).Here, the leadership style adopted by the leader is people- oriented.Forexample,somespecificstatementswhichcanbeusedtoassessthe consideration factor within leadership behaviour are as follows: Making himself accessible or available to team-members Looking out for the personal welfare of team-members Being friendly(Lazaroiu, 2015). Treating all the team-members as the leader’s equal Initiating Structure In this context, initiating structure can be seen as an extent to which the leader defines initiate actions, leader and team-members, and thereby organizes his or her group activities. In addition, this structure defines how distinct tasks are to be attained with the team. It is worth knowing that the leadership style adopted by the leader is task-oriented(Lazaroiu, 2015). In this context,a statement which is generally used to assess initiating structure factor in leadership behaviour, are as follows:
Management 2 Ensuring that team-members follow standard regulations and rules effectively Scheduling the work has been done within timelines Maintaining definite performance standards Permitting the team members know what is exactly expected from them On the other hand, concepts like CIS are highly related to job satisfaction, satisfaction with the leader, as well as a team and organizational performance. Based on(Mosadeghrad & Ferdosi, 2013), it has been found that employees’ job satisfaction, as well as commitment, always depends on the leadership styles of the contemporary mangers. This is because several studies have clarified those causal relationships of job satisfaction, as well as commitment, play a crucial role in leadership within job satisfaction(Mosadeghrad & Ferdosi, 2013). Apart from this, aforementioned concepts are responsible for job satisfaction, as well as organizational performance because into consideration, leadership behaviour is indicative of support, respect, friendship, mutual trust, and warmth. Besides, leadership behaviour while initiating structure defines relations or roles with the help of effective communication (Mosadeghrad & Ferdosi, 2013).In this way, major positive effects of leaders initiating structure on their group members or employees’ productivity as well as job satisfaction occur, during following situations: When a task satisfies employees When a high-degree pressure is imposed by an individual other than the leader When employees rely on the leader for info as well as direction on completion of the task(Bakker & Demerouti, 2017). Inthisway,considerationandinitiatingstructurenurtureleadersaswellas organizational identification respectively(Demerouti & Bakker, 2011). In addition to that, social identity approach to leadership is illustrating the role of CIS in differentially forming employee identifications at work. In a nutshell, defining CIS has helped to relate satisfaction with the leader, team as well as organizational performance for providing job satisfaction.
Management 3 References Bakker, A., & Demerouti, E. (2017). Job demands–resources theory: Taking stock and looking forward.Journal of Occupational Health Psychology, 22(3), 273. Demerouti, E., & Bakker, A. (2011). The job demands-resources model: Challenges for future research.SA Journal of Industrial Psychology, 37(2), 1-9. Lazaroiu, G. (2015). Employee motivation and job performance.Linguistic and Philosophical Investigations(14), 97-102. Mosadeghrad, A., & Ferdosi, M. (2013). Leadership, job satisfaction and organizational commitment in healthcare sector: Proposing and testing a model.Materia Socio- medica, 25(2), 121.