{"id":47760,"date":"2025-11-19T14:07:53","date_gmt":"2025-11-19T14:07:53","guid":{"rendered":"https:\/\/certifeka-edu.com\/programs\/organizational-behavior-professional-certificate-3\/lessons\/lesson-5-likerts-management-systems-3\/"},"modified":"2025-11-19T14:07:53","modified_gmt":"2025-11-19T14:07:53","slug":"lesson-5-likerts-management-systems-3","status":"publish","type":"lesson","link":"https:\/\/certifeka-edu.com\/ar\/programs\/organizational-behavior-module\/lessons\/lesson-5-likerts-management-systems-3\/","title":{"rendered":"Lesson 5: Likert’s Management Systems"},"content":{"rendered":"

\"\"\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/p>\n

Lesson 5: Participative Theories
\n<\/h2>\n

Likert’s Management Systems
\n<\/h3>\n

In the 1960s, Rensis Likert, one of the participants in the Michigan studies, took the position that when successful organisations are discovered and analyzed, a large majority of the time a single style of leadership is in use.<\/h5>\n
He called the “most successful” style the System 4 approach.<\/h5>\n

\u00a0
\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\"\"\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/p>\n

For descriptive purposes, he perceived four different types of leadership as possibilities.<\/h5>\n
\n\n\t\t\t\t\t Exploitative Authoritative: System 1
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n

\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\"\"\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/p>\n

This system is characterised by a highly centralized decision-making process where the leader holds all power and control.<\/h5>\n
Employees are expected to follow orders and are not involved in decision-making. Communication is one-way, and feedback is not encouraged.<\/h5>\n
This system is often associated with low morale, poor productivity, and high turnover.<\/h5>\n

\u00a0
\n\t\t\t\t\t<\/details>\n

\n\n\t\t\t\t\t Benevolent Authoritative: System 2
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n

\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\"\"\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/p>\n

This system is also centralised, but the leader is more open to communication and feedback from employees.<\/h5>\n
The leader makes the final decision, but employees are involved in the decision-making process<\/h5>\n
There is a clear chain of command, and communication is mostly downward. This system is often associated with moderate levels of morale, productivity, and turnover.<\/h5>\n

\u00a0
\n\t\t\t\t\t<\/details>\n

\n\n\t\t\t\t\t Consultative: System 3
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n

\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\"\"\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/p>\n

This system is characterized by a more participative decision-making process.<\/h5>\n
The leader involves employees in the decision-making process, but ultimately makes the final decision<\/h5>\n
Communication is two-way, and feedback is encouraged. This system is often associated with high levels of morale, productivity, and employee satisfaction.<\/h5>\n

\u00a0
\n\t\t\t\t\t<\/details>\n

\n\n\t\t\t\t\t Participative : System 4
\n\t\t\t<\/path><\/svg>
\n\t\t\t<\/path><\/svg>
\n\t\t\t\t\t\t<\/summary>\n

\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\"\"\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/p>\n

This system is characterized by a highly decentralized decision-making process where employees have a significant amount of power and control.<\/h5>\n
Employees are involved in decision-making at all levels, and communication is two-way.<\/h5>\n
This system is often associated with high levels of employee empowerment, commitment, and creativity.<\/h5>\n

\u00a0
\n\t\t\t\t\t<\/details>\n

\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\"\"\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/p>\n

This system is characterised by a highly centralized decision-making process where the leader holds all power and control.<\/h5>\n
Employees are expected to follow orders and are not involved in decision-making. Communication is one-way, and feedback is not encouraged.<\/h5>\n
This system is often associated with low morale, poor productivity, and high turnover.<\/h5>\n

\u00a0
\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\"\"\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/p>\n

This system is also centralised, but the leader is more open to communication and feedback from employees.<\/h5>\n
The leader makes the final decision, but employees are involved in the decision-making process<\/h5>\n
There is a clear chain of command, and communication is mostly downward. This system is often associated with moderate levels of morale, productivity, and turnover.<\/h5>\n

\u00a0
\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\"\"\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/p>\n

This system is characterized by a more participative decision-making process.<\/h5>\n
The leader involves employees in the decision-making process, but ultimately makes the final decision<\/h5>\n
Communication is two-way, and feedback is encouraged. This system is often associated with high levels of morale, productivity, and employee satisfaction.<\/h5>\n

\u00a0
\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\"\"\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/p>\n

This system is characterized by a highly decentralized decision-making process where employees have a significant amount of power and control.<\/h5>\n
Employees are involved in decision-making at all levels, and communication is two-way.<\/h5>\n
This system is often associated with high levels of employee empowerment, commitment, and creativity.<\/h5>\n

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