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Staff positions have four kinds of authority: "advise authority", offering advice to line managers who may ignore it; "compulsory advice" or "compulsory consultation" in which line managers must consider staff advice, but can choose not to heed it; "concurrent authority," in which a line manager must seek the agreement of a staffer, and ...
Functional leadership theory (Hackman & Walton, 1986; McGrath, 1962) is a theory for addressing specific leader behaviors expected to contribute to organizational or unit effectiveness. This theory argues that the leader's main job is to see that whatever is necessary to group needs is taken care of; thus, a leader can be said to have done ...
Centralization: The centralization principle advocates that managerial decision making should be centralized with orders being delivered from top tier management to the middle management, where the orders are arranged and then clarified for the line staff to execute. Scalar chain (line of authority with peer level communication): The scalar ...
Staff authority - is granted to staff specialists in their areas of expertise. It is not a real authority in the sense that a staff manager does not order or instruct but simply advises, recommends, and counsels in the staff specialists' area of expertise and is responsible only for the quality of the advice (to be in line with the respective ...
In reviewing the older leadership theories, Scouller highlighted certain limitations in relation to the development of a leader's skill and effectiveness: [3] Trait theory: As Stogdill (1948) [4] and Buchanan & Huczynski (1997) had previously pointed out, this approach has failed to develop a universally agreed list of leadership qualities and "successful leaders seem to defy classification ...
Chapter XII, "The Theory of Authority" (pages 161–184) is notable for its summary of the conditions for authoritative communications, its explanation of "zone of indifference," and its distinction between "authority of position" and "authority of leadership." Concerning authoritative communications, Barnard wrote:
Line management refers to the management of employees who are directly involved in the production or delivery of products, goods and/or services. As the interface between an organisation and its front-line workforce , line management represents the lowest level of management within an organisational hierarchy (as distinct from top/executive ...
The staff do not need supervision and are highly skilled which allows management to take the hand’s off approach and leave the problem solving, and decision making to the staff. [1] Variations of this style include the delegative style and what is referred to as bossless environments or self-managed teams.