The effectiveness of the organization is determined by the coordinated work of the team, well-reasoned resource management, rational distribution of goals and prioritization. Rensis Likert in his work revealed the importance of good leadership in the work process. Its scale and other achievements are used in modern companies. It should be more familiar with and analyze the achievements of an American scientist.
Personal life
The biography of Rencis Likert begins on the fifth of August 1903 in the city of Cheyenne, Wyoming, United States. Then the guy had no idea what he wanted to connect his own life with and what to devote to it. He was a diligent student at school.
Real understanding and awareness of his life's destiny came to Rensis Likert while studying at the university. So, in 1926, a young man defended his diploma and received a bachelor's degree in economics and sociology at the University of Michigan. I decided not to stop there. Six years later, the student became a doctor of philosophy and psychology at Columbia University.
While everyone carefully studied lectures and other teaching materials, Rencis Likert and his friends explored social phenomena. The man paid special attention to the behavior of individuals in the organization, the problems of the system and how to use the maximum of human capabilities.
Scale - Questionnaire
The scale of total ratings created by Likert is a psychometric measurement, which is often used in the formation of questionnaires or questionnaires. When working with her, the respondent evaluates the level of agreement with the above judgments, or vice versa. The approximate scale structure consists of five elements (ratings):
- I definitely do not agree.
- I do not agree.
- 50/50.
- I agree.
- I completely agree.
Thus, according to the results of the survey, one can easily determine the ratio of subjects to the studied object. Everything is based on elementary consistent judgments: from one critical value through a neutral assessment to the opposite.
Method Features
The main advantages of this Rensis Likert system are:
- ease of understanding and collecting information;
- easy data processing;
- relative reliability.
As for the shortcomings, it should be noted here:
- avoidance of extreme (tendency to average values) and average (desire for polarity) estimates;
- rash consent or refutation of allegations;
- desire to make a good impression, which is why insincerity of answers.
Despite its shortcomings, the scale is present in opinion polls. It is extremely rarely used in marketing and economic research.
Leadership styles
The scientist has repeatedly thought about how managers work and motivate employees to complete tasks. The Rencis Likert theory reveals four leadership styles and is very easily explained schematically.
- The first model is called exploitative and authoritarian. In this case, the boss does not have confidence in subordinates, therefore, employees do not affect decision-making and only perform assigned tasks. The “carrot and stick” method is used, where the stick is threats, fear and punishment, and the carrot is a random reward.
- The second option is a supportive and authoritarian one, in which there is an illusion of trust. Some decisions are discussed and proposed by lower levels, but only within specified boundaries.
- The third alternative is a consultative democratic one. There is a great interest in subordinates, private issues are resolved locally. The leader trusts employees and often encourages rewards (fear is managed in extremely rare cases).
- The fourth style is based on participation, where there is complete trust and mutual respect. Communications take place both vertically and horizontally. Performers are motivated by the achievement of goals, and management supports them with external incentives.
Rensis Likert interviewed many managers from various companies and came to the conclusion that the fourth model is the most effective. The latter form is focused on creating strong and friendly relations, collegial management and the formation of a favorable psychological climate within the team.