A normative approach maintains that there are various ways to achieve change in organizations and maintain it. Likert, Blake and Mouton present their ideas in this regard, they relate the form of leadership with the environment in an organization. In fact, in both cases, the authors propose different ways of measuring the characteristics of an organization.
Serzo agrees with Likert, in that studies carried out on various organizations show that "low-efficiency departments tend to be in charge of supervisors who are focused on work", in this sense I agree with the author because when a supervisor or boss In the area, he only focuses on his subordinates doing their work with the resources and in the time stipulated for it, he forgets to plan and look for new alternatives, for example, to lower costs, avoid waste or modify processes. This is very common especially in product manufacturing companies.
Ramos Moreno explains that, in Likert's systems theory, the behavior of employees is fostered by their perception of organizational conditions, the way in which information reaches them and by their own interests, capacities and values.
Likert's theory establishes three types of variables that determine the characteristics of an organization:
| VARIABLES | DESCRIPTION | |
| Causal | They are independent of cause and effect.
They are oriented to the evolution of the organization. They seek to obtain results. They can be modified. |
|
| Intermediate | They reflect the internal state and health of the company.
Examples: individual and group motivations, attitudes, performance objectives, efficient communication and a way to make decisions. |
|
| Finals | They arise as a result of the effect of the causal and intermediate variables.
They reflect the results obtained, such as productivity, expenses, profits, waste or loss. |
|
Rensis Likert categorizes organizations into four different leadership styles:
- System 1. Type of operator
In this system, the administration is autocratic, governed by fear and threats. Communication occurs in one direction and basically they are orders on how things should be done. Decisions are made by the boss, manager or director. People feel exploited.
Guidelines and instructions are specific
- System 2. Benevolent authoritarian (also called paternalistic) In this administration a system of rewards based on fear and punishment is managed. People tend to generate an attitude of servility, because the boss only listens to what he wants to hear. Decisions are made by the boss and there is little communication. It may be an imperative, but people don't feel exploited.
It gives the impression that you are working in a stable and structured environment.
- System 3. Consultative
There is a style of reward in this system with occasional punishments. Communication flows both ways, but in limited amounts and cautiously. Subordinates have little influence on the decisions the boss makes, only when it comes to job-specific decisions do subordinates feel free to make them instead of the boss. Superiors have confidence in their employees but it is not complete.
It is considered a fairly dynamic environment, in which the administration works based on achievable goals and objectives.
- System 4. Participatory management Also called democratic administration.
Financial rewards are awarded. The group tends to be participatory and high performance goals are set. Processes and work methods are favored because communication is precise and flows both ways. Both subordinates and bosses are close and have good interpersonal relationships. This system encourages an increase in productivity. Key decisions are made by consensus.
In this system, the objectives and goals are established based on strategic planning.
Each of these leadership styles has the advantage that the leader achieves the objectives that are being sought, although in some cases the well-being of the staff is sacrificed or that they only work if they achieve something. In general, it can be said that the leadership style that some people must have to achieve the desired ends will depend on the organization and the specific situation. The biggest downside is creating a hostile and reserve environment in the workplace. It is always better for subordinates to feel comfortable and safe in their workplace.
It must be taken into account that for each person, the leader can represent a threat or an example to follow, and that at the same time there will be people who better accept one style of leader than another.
Systems 3 and 4 are considered to increase employee productivity, performance, satisfaction and motivation. Likewise, absenteeism and staff turnover decrease.
Likert's approach to Organizational Development can be measured through a psychometric scale used in questionnaires which measures the level of agreement or disagreement with a statement, item or item. This questionnaire is called "profile of organizational characteristics" and comprises 6 important aspects: Leadership, motivation, communication, decisions, goals and control.
It should be clarified that it does not measure whether an attitude is favorable or not, it only measures the degree of agreement or disagreement that the subject can express. It can last between 35 to 40 minutes and 5 possible answers or levels are established in the questionnaire.
In general, a leader must have the skills to communicate and adapt his behavior towards the people he leads. As such, there is no rule or rules that say the correct way to lead a group of people, it will depend on the skills, values and expectations of both the leader and the organization, as this is the one in charge of creating
I find it important to mention Douglas McGregor, as this author makes some assumptions about human behavior that will make a leader's job easier or more difficult:
- Human beings have an inherent dislike for work and will avoid it if they can do it. It requires incentives and some restrictions and limitations. Most people must be coerced, controlled, directed or even threatened to do their job. The average human being prefers to be directed, avoids responsibilities because he has little ambition and what he most desires. is to feel safe.
These assumptions or premises help to understand the sharing that people present in organizations. To this end, McGregor proposes some alternatives where "control" is replaced by "integration" and in this way people tend to feel valued and may even change their behavior at work, provided that:
- Conditions are right for satisfaction or punishment. You can exercise self-control and self-direction to achieve the goals you are committed to. Feel that your individual needs are met. Find appropriate conditions to take responsibility. Feel able to contribute to the solution. of organizational problems, and its potential is used in the workplace.
It sounds interesting that both Likert and McGregor mention that modern organizations are interactive groups that function as support networks; Under this scheme, the employees of an organization feel that their work makes sense, they can make the objectives of the organization their own and the organizational climate becomes more pleasant.
On the other hand, Blake and Mouton propose their Network Model or Management Grid, which refers to an administrative model that describes and analyzes leadership in an organization. These distinguish at least 81 leadership styles, of which 5 are the ones that stand out.
The authors call their model, network or mesh, because executives are always focused on two issues: PRODUCTION and PEOPLE.
A graph is presented where the horizontal axis represents the concern for production, where 9 is the value of the highest concern for production and 1 is the value of low concern for production; and the vertical axis represents concern for people, unlike the previous one, 9 represents extremely high concern for people and 1 is the value that indicates low concern for them.
From this graph 5 leadership styles are shown, which are detailed below:
| LEADERSHIP STYLE | DESCRIPTION | FEATURES |
| 1.1 | Bureaucratic
Little concern for people and little concern for production |
An indifference towards production and human resources prevails. The manager is interested in maintaining his position and avoiding problems.
Little involvement and commitment on the part of the employees. People isolate themselves. There is no desire to solve problems. There is no cooperation. Activities are duplicated. Poor productivity results. |
| 1.9 | Paternalistic
Concern for people and no concern for production |
Emphasize the importance of the human factor and motivation through rewards.
Employees work only if there are rewards. People are suspicious. They do not receive immediate support. The behavior is superficial and fleeting. Peaceful coexistence. People avoid problems. A harmonious environment is maintained. The potential of the employees |
| 5.5 | Democratic
Mediocrity. Some concern for production and people |
Try to balance the interests of employees and the company.
Conciliator. Making well-informed decisions. Discontent among the staff. Negotiation, transaction and haggling to obtain cooperation and coordination. Productivity is good but not outstanding. |
| 9.1 | Autocrat
Concern for production and disregard for people |
A primary emphasis is given to production and people are forgotten.
Rebellion and frustration. There is no opportunity to participate. Contributions are not welcome. Rejection of suggestions by employees. Intra and intergroup hostility. Suspicions and mistrust. Clashes. Win-lose Not so good results in productivity. |
| 9.9 | Transformer
Concern for people and production |
Participatory administration.
Interest in production and in the employee is enhanced. Excellence Participation and commitment by employees. Open and frank communication. Flexibility to solve problems. Constructive attitude. Maximum productivity and motivation. |
Undoubtedly, the leadership style that can best accommodate organizations is transformational, since it has more advantages than disadvantages. As staff feels committed and taken into account, productivity will be favored, the sense of belonging increases, and therefore absenteeism, staff turnover, frustrations and even problems will be greatly diminished. As the only disadvantage to this style of leadership, I believe that staff may feel left out when some vital decision for the company must be made only by Senior Management.
In the Education Magazine, Garbanzo-Vargas mentions that "organizations must develop the capacity to respond in a correct, diligent and pertinent way to the challenges of the emerging context", this implies that managers must necessarily seek processes or strategies that can promote change in organizations. In this way, people can understand that new leadership approaches are required to help them respond to their needs in order to maximize the competencies of their personnel and increase productivity.
CONCLUSIONS
Understanding leadership as that ability to inspire and guide, it is necessary for organizations to determine the leadership style that their executives, managers or supervisors exercise in them. A leader must inspire trust and loyalty, earning people's respect for their experience, knowledge, skills and competencies.
Although companies have material, economic and technological resources, if managers or bosses do not have the capacity to coordinate and guide the efforts of subordinates, then the objectives of the organization will not be met, there will be discontent and the work environment will be It will become complicated and at all times people will only work to satisfy their own interests.
I agree with Ramos Moreno, in that, by the mere fact that a person occupies a command post, he does not guarantee that this person may have the qualities of a leader and that people therefore recognize his authority.
PERSONAL POSITION
I believe that companies should take into consideration the development of competencies to achieve a transformative leadership style that can lead the organization to the maximum fulfillment of the objectives and goals, since people will feel motivated to work in an environment of cooperation, in where at the same time they feel that their participation and contributions are considered, this will generate satisfaction in the staff for their own achievements and for those of their colleagues.
I also believe that leadership style is closely linked to the organizational climate and it is the responsibility of Senior Management to seek to develop leadership among its staff according to the needs of their company, taking into account that the effects of these decisions must be aimed at obtaining benefits for it, without losing sight of the motivations, capacities and interests that move its staff.
Finally, I believe that companies need to transform into an environment where people feel like creating and innovating, where planning is established based on and with the cooperation of both workers and senior management. By planning changes well and involving your staff, then communication can flow in both directions in a positive way and the organization can grow together with its staff.
Bibliographic references
- Garbanzo-Vargas, G. (2016). Organizational development and the processes of change in educational institutions, the challenge of educational management. Scielo.sa.cr. Available at: http://www.scielo.sa.cr/pdf/edu/v40n1/2215-2644-edu-40-01-00067.pdf.dyndns.org. (nd). Unit 15. Organizational Development. Available in:
ual.dyndns.org/Biblioteca/Admon_Recursos_Humanos/Pdf/UNidad_15.pdf.
- Ramos Moreno, D. (2012). The Organizational Climate, definition, theory, dimensions and approach model. Repository.unad.edu.co. Available at: http://repository.unad.edu.co/bitstream/10596/2111/1/Monografia%20Clima%20Organizacional.p df.Olave, J., Meneces, S., Chicaiza, R. and Burbano, S. (nd). Likert theory. Gestionic.wikispaces.com. Available at: https://gestionic.wikispaces.com/file/view/likert.pdf. Serzo, H. (1984). Rensis Likert and Douglas McGregor. Reddinconsultants.com. Available at:
