Liderlik etkinliğinin ölçümü için bir model önerisi
Başlık çevirisi mevcut değil.
- Tez No: 75288
- Danışmanlar: DOÇ. DR. TUFAN VEHBİ KOÇ
- Tez Türü: Yüksek Lisans
- Konular: Endüstri ve Endüstri Mühendisliği, Industrial and Industrial Engineering
- Anahtar Kelimeler: Belirtilmemiş.
- Yıl: 1998
- Dil: Türkçe
- Üniversite: İstanbul Teknik Üniversitesi
- Enstitü: Fen Bilimleri Enstitüsü
- Ana Bilim Dalı: Endüstri Mühendisliği Ana Bilim Dalı
- Bilim Dalı: Mühendislik Yönetimi Bilim Dalı
- Sayfa Sayısı: 318
Özet
ÖZET Kalite anlayışının geçirdiği evrelere paralel olarak liderlik ve yöneticilik konusuna bakış açısı da zaman içinde büyük değişime uğramıştır. Klasik organizasyon döneminde çalışanlardan maksimum verimi almak için çalışan yöneticiler neo-klasik yönetim yaklaşımında çalışanların kas gücünden olduğu kadar bayin gücünden faydalanmaya çalışmışlar; modern organizasyon döneminde ise yönetim olgusuna bir sistem olarak bakıp bu sistemin içinde bulunabileceği çeşitli durumlar için çeşitli davranış şekilleri geliştirmişlerdir. Yöneticiler ve liderler çalışanlarıyla birebir ilişkide bulundukları için yönetim ve motivasyon birbirinden ayrılamayan iki konu başlağı olarak tezde yer almıştır. Motivasyon ve liderlik teorileri de organizasyonel değişime paralel olarak gelişim göstermiştir. Motivasyon teorilerini kapsam ve süreç teorileri; liderlik teorilerini ise özellikler, davranışsal ve durumsal teoriler olarak sınıflandırmak mümkündür. Organizasyonlarda liderleri etkileyen unsurlar arasında kültür, güç kullanımı ve organizasyonel değişim ve gelişme sayılabilir. Dünyada verilen kalite ödülleri içinde sorgulanan ortak konulardan biri olan liderliğe modern yaklaşımlarda liderler bir kişilik, davranış ve stil olarak bir bütün halinde incelenmektedir. Şirketlerin de en çok üzerinde durduğu konulardan biri olan liderliğin etkinliğinin ölçümü için liderliği 360° değerlendiren anketler kullanılmaktadır. Liderlik etkinliğinin ölçümü için önerilen modelde de liderlerin kendini ve etrafı ndakileri geliştirme becerisi, iletişim kurabilme yeteneği, iş yapma tarzı ve iş ortamındaki davranışı,“”etrafı ndakilere iyi örnek olması, rol model oluşturması, karar verme stili, kriz yönetimi ve baskı altında davranışı, müşteri odaklı düşünce tarzı, çalışanlarını ödüllendirmesi, planlama yeteneği, problem çözme yaklaşımı, takım oluşturabilme becerisi, çalışanlarının ona ulaşabildiği, konusunda uzmanlık derecesi, yönlendirme konusundaki başarısı ve şirketiyle kendini özdeşleştirmesi konularında başarı derecesi hem kendisi, hem astları, hem üstleri hem de kendisiyle aynı organizasyonel kademede bulunan diğer yöneticiler tarafından ölçülmesi öngörülmektedir. XIII
Özet (Çeviri)
SUMMARY A MODEL PROPOSAL FOR MEASURING LEADERSHIP EFFECTIVENESS Leadership is a subject that has long excited interest among scholars and business people alike. The term connotes images of powerful, dynamic individuals who direct corporate empires or shape the course of nations. But leadership isn't mystical or mysterious and does not require having“charisma”or other exotic personality traits. Indeed, leadership is exercised by people from the top to bottom of most organisations. Leadership may be defined as the process of giving meaningful direction to collective effort and causing willing effort to be expended to achieve collective goals. Leadership and management are two distinctive and complementary systems of action. They are both necessary but have different purposes. Management is concerned with coping with complex modern organisations. Good management brings a degree of order and consistency to key dimensions like the quality and profitability of products. Leadership, by contrast, is about coping with change. Companies manage complexity by planning and budgeting-setting targets or goals for the future, establishing detailed steps to get there, and then allocating resources. By contrast, leading an organisation to constructive change begins b7^etting~a^rrectiotT^developing a vision of the future along, with strategies for producing changes needed to achieve that vision. Management achieves its plans by organising and stajfing-creating an organisational structure and set of jobs for accomplishing plan requirements, staffing the jobs with qualified individuals, communicating the plan, delegating responsibility, and devising systems to monitor implementation. Leaders align people by communicating the new direction to those who can create coalitions that understand the vision and are committed to its achievement. Management ensures plan accomplishment by controlling and problem solving-monitoring results versus the plan in some detail, by means of reports, meetings, etc.; identifying deviations and then planning and organising to solve the problems. But for leadership, achieving a vision requires motivating and inspiring-keeping people moving in the right XIVdirection, despite major obstacles to change, by appealing to basic but often untapped human needs, values, and emotions. Envisioning involves the creation of a picture of the future, or of a desired future state with which people can identify and which can generate excitement. By creating vision, the leader provides a vehicle for people to develop commitment, a common goal around which people can rally, and a way for people to feel successful. Energising role of the leader is the direct generation of energy-motivation to act-among members of the organisation. Enabling involves the leader psychologically helping people act or perform in the face of challenging goals and/or obstacles. Assuming that people are directed through a vision and motivated by the creation of energy, they then may need emotional assistance in accomplishing their tasks. Envisioning is accomplished through a range of different actions. Clearly, the simplest form is through articulation of a compelling vision in clear and dramatic terms. The vision needs to be challenging, meaningful, and worthy of pursuit, but it also needs to be credible. People must believe that it is possible, even if difficult, to succeed in the pursuit of the vision. Vision is also communicated in other ways, such as through expectations that the leader expresses and through the leader personally demonstrating behaviours and activities that symbolise and further that vision. Different leaders engage in energising in different ways, but some of the most common include demonstration of their own personal excitement and energy, combined with leveraging that excitement through direct personal contact with large numbers of people in the organisation. They express confidence in their own ability to succeed. They find, and use, successes to celebrate progress toward the vision. Enabling is achieved in several ways. Very successful leaders demonstrate empathy-the ability to listen, understand, and share the feelings of those in the organisation. They express support of individuals. Perhaps most importantly, the effective leader tends to express his/rW confidence in people's ability to perform effectively and to meet challenges. McGregor believed that a manager's attitudes and assumptions explain his or her behaviour toward followers. These attitudes were categorised as Theory X and Theory Y. The attitude behaviour relationship generates a self- fulfilling prophecy. If a manager assumes a person is a winner, then the manager will treat the person as a winner. Numerous attempts to study and understand leadership have been made. Three major approaches are trait, personal-behavioural and situational. Trait theories attempt to discover various traits that describe or predict leadership success. Some of the more important traits are intelligence, self-assurance XVand decisiveness. Personal-behavioural theories contend that leaders may be classified by personal qualities or behavioural patterns. Continuums of leadership, two dimensional models and managerial grids are used to explain leadership in personal-behavioural terms. The situational factors that influence leadership are given prominence in Fiedler's contingency theory, the House path-goal theory, the Vroom-Yetton Theory and the Hersey- Blanchard tridimensional theory. Leaders exist throughout the world. Some common traits among international leaders seem to be confidence, vision and decisiveness. Leaders possess five potential power bases to influence followers: coercive, reward, legitimate, expert and referent. Leadership theorists classify managership and leadership as follows: Since leadership is defined as relevant to all sectors of activity, whether corporate, entrepreneurial or institutional, leadership definitions can be applied equally and without difficulty to any of these sectors. However it is not conceptually possible to describe any one“best”or“right”style of leadership. Contingencies relevant to any analysis of leadership should include:. the characteristics of the leader. the task(s) and objective(s) to be achieved XVI£V T-- -^'^.».Ç. ;. the individuals and subordinates that are the object of the leadership process. the group or the team that is the object of the leadership process. the context within which the leadership process is to take place. role expectations. the relative favourableness of the situation. national culture. trust. The role of the leader may be complicated by additional contingencies associated with the need to fulfil accessory functions:. acting as a role model and exemplar. acting as an ambassador, figurehead and representative. acting as a tension release mechanism. When it comes to providing managers and leaders with feedback information to help them develop their skills, an increasing number of organisations are inverting the organisational pyramid - asking those at the top to look to those in the middle and lower echelons, or elsewhere, for guidance The feedback may come from the manager's staff or direct reports (a process called upward feedback) of from a broader base of individuals with whom the leader interacts - bosses peer and co-workers, and even customers or clients (360° feedback) The model for measuring leadership effectiveness that this thesis proposes is rooted in the idea of Self - Boss - Peer - Team assessment. This means that it profiles an individual by considering how he or she performs in the viewpoint of those all around. This includes the opinion of the person's Boss, Peers, Team members, and even the individual's own Self assessment..It is human nature to be reluctant to tell someone about his or her faults. For Team“members or Peers, there may-even be fear of=4BprisaJs._Even JL anonymity is assured, there is often the concern that responses meant to help the subject improve will instead be used by the organisation as a ”report card.“ The model overcomes these problems through collecting results only as a total - it is impossible to identify any one person's responses. The only one in the organisation that sees the results is the person who has received the assessment. The model provides following benefits to these stakeholders: Executives. Valid assessment information useful for rewards, assignments and promotions, base-pay and bonus decisions.. A spread of performance scores which eliminates the needs of a forced ranking. A ”window" into the organisation which offers executives a picture of performance for distant employees XVIIEmployees. A voice in the decision process, like appraisal, which critically impact employee career lives. An opportunity to influence career development. Insight into behaviours that may derail careers. More impact in decision in all levels. A voice in leadership quality control. An opportunity to reward and recognise quality. Credible and useful feedback even if the supervisor did not get around to giving direct feedback. Teams. An opportunity to see how the team serves customers. Information for selecting team members. An opportunity to diagnose team development needs. Useful information about team leadership. Credible information about team member contribution. Relevant information on team performance Compensation Professionals. Valid assessment information useful for base-pay and bonus decisions. A spread of performance scores which enables equitable competence and performance-based pay decisions. Credible performance information useful for alternative rewards such as team-based pay Supervisors. An opportunity to see a mirror of personal supervisory skills. Credible measures for selection decisions. A change in role from performance judge to coach. Credible information to confront poor performance -s-lnsight-about behaviours that may deraiLa career Useful feedback for direct reports even if the supervisor did not get around to giving direct feedback Leaders. An opportunity to see personal leadership as it is viewed by others. High quality information for selection decisions. A change in role from performance judge to coach. Credible information to confront poor performance. Work group or unit training and development needs. Quality assessment of direct report Organisation. Better human resource decision information. Enhanced quality control and validity for promotions. Increased employee motivation XVIII. An opportunity to credibly link performance and rewards. competences Multi source assessment studies have shown positive impacts on:. employee and management satisfaction with feedback and performance measures. behaviour change. customer service and satisfaction scores. research productivity. plant productivity Therefore 360° assessment systems when implemented with sufficient rigour, hold promise to provide higher quality information about individual performance than typically received from single-source performance feedback. XIX
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