03 Leadership Theories Gr2[1]

8/12/2019 03 Leadership Theories Gr2[1]

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Leadership


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RoadmapLeadership

DefinitionTheories

1. Traits

2. ContingencyTheory

3. Path Goal

4. Charismatic

5. Transformation

&

Transactional

Styles

1. Autocratic

2. Democratic

3. Laissez

Faire

4. Paternalistic


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Leadership Defined

The process of inf luencing people and

prov id ing an env i ronment for them to

achieve team or organizational object ives

Find great ideas, exaggerate them, and

sp read them l ike hell around the bus iness

with the speed of light - Jack Welch


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Managers versus Leaders

Do things right

Accept the Status quo Short-term

Means

Builders

Problem solving Relies on control

Do the right thing

Challenge Long-term

Ends

Architects

Inspiring & motivating Inspires trust

Managers Leaders


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The Ohio State Studies

Studies that sought to identify independentdimensions of leader behavior

Initiating structure

The extent to which a leader defines and structures

his or her role and the roles of employees to attain

goals

Consideration

The extent to which a leader has job relationshipscharacterized by mutual trust, respect for

employees ideas, and regard for their feelings


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The University Of Michigan Studies

Studies that sought to identify the behavioral

characteristics of leaders related to performanceeffectiveness

Employee oriented

A leader who emphasizes interpersonal relations,

takes a personal interest in the needs of employees,and accepts individual differences.

Production oriented

A leader who emphasizes technical or task aspects

of a job, is concerned mainly with accomplishing

tasks, and regards group members as a means to

accomplishing goals.


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Trait Theories Of Leadership

Trait theories of leadership Theories that attempt to isolate characteristics

that differentiate leaders from nonleaders

Attempts to identify traits that always differentiate

leaders from followers and effective leaders fromineffective leaders who have failed.

Attempts to identify traits consistently associated

with leadership have been more successful.

Great man theories (Gandhi, Lincoln, Napoleon)


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Major Leadership Traits

Intelligence verbal ability, perceptual ability, reasoning

not completely based on IQ

Self-confidence self-esteem, self-assurance, can make a

difference

leadership involves influencing others

Determination desire to get the job done

initiative, persistence, dominance, drive


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Major Leadership Traits

Integrity

honesty, trustworthiness

organizational trust

Sociability

pleasant social relationships

friendly, outgoing, courteous, tactful,

diplomatic


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Contingency Theories Of

Leadership

Fiedler contingency leadership model The theory that effective group performance depends

on the proper match between the leaders style of

interacting with employees and the degree to which the

situation gives control and influence to the leader

Uses Least-preferred co-worker (LPC) questionnaire, to

measure the leaders task or relationship orientation.

Identified three situational criterialeader member relation s,

task structure, and pos it ion powerthat could be

manipulated match an inflexible leadership style.


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Findings of the Feidler Model

Category

Leader-Member

Relations

Task Structure

Position Power

I

Good

High

Strong

II

Good

High

Weak

III

Good

Low

Strong

IV

Good

High

Weak

V

Poor

High

Strong

VI

Poor

High

Weak

VII

Poor

Low

Strong

VIII

Poor

Low

Weak

Good

Poor

Performance Relationship-Oriented

Task-Oriented

Favorable Moderate Unfavorable

Y axis -

Situations


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Path-Goal Theory

Path-goal theory

The theory that it is a leaders job to assist

followers in attaining their goals and to

provide the necessary direction and support

A leaders motivational behavior: Makes employee need satisfaction contingent on

effective performance.

Provides the coaching, guidance, support, and

rewards that are necessary for effectiveperformance.

Assumes that the leaders style is flexible and

can be changed to adapt to the situation at

hand.


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Path-Goal Leadership Behaviors

Directive leader

Lets employees know what is expected of them,schedules work to be done, and gives specific

guidance as to how to accomplish tasks.

Supportive leader

Is friendly and shows concern for the needs of

employees.

Participative leader

Consults with employees and uses their suggestionsbefore making a decision.

Achievement-oriented leader

Sets challenging goals and expects employees to

perform at their highest levels.


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Path-Goal Theory

EXHIBIT 11.5


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Charismatic Leadership

Charismatic leadership theory Followers make attributions of heroic or extraordinaryleadership abilities when they observe certainbehaviors

People working for charismatic leaders are motivated

to exert extra work effort and, because they like andrespect their leaders, express greater satisfaction

Charisma leadership appears to be most appropriatewhen the followers task has a ideological componentor when the environment involves a high degree ofstress and uncertainty


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Transactional versus Transformational

Leadership Behaviors Transactional Leadership Behaviors

Leadership actions that focus on accomplishing thetasks at hand and on maintaining good workingrelationships by exchanging promises of rewards for

performance. Transformational Leadership Behaviors

Leadership actions that involve influencing majorchanges in the attitudes and assumptions of

organization members and building commitment for theorganizations mission, objectives, and strategies.


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Types of Leadership Style

Autocratic: A leader who centralizes authority, dictates work methods, makes unilateraldecisions.

PROS: Leader makes decisions without reference toanyone else

May be valuable in some types of business wheredecisions need to be made quickly and decisively

Subordinates are inexperiencedand consulting themmay not add any value to the decision

Cons

`High degree of dependency on the leader

Can create de-motivation and alienation of staff


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Types of Leadership Style Democratic:

Encourages decision making from differentperspectivesleadership may be emphasisedthroughout the organisation

Consultative:democratic-consultative leader seeksinputand hears the concerns and issues ofemployees but makes the final decision him orherself

Persuasive:A democratic-participative leader oftenallows employees to have a say in whats decidedalready by him, so first takes a decixison


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Democratic: PROS

May help motivation and involvement

Workers feel ownership of the firmand its ideas

Improves the sharing of ideas and experiences withinthe business

High acceptability of the decisionin the team.

uses feedback to coach employees

CONS

Can delay decision making


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Laissez-Faire: A leader who gives employees complete freedomto make

decisions and to decide on work methods

Let it be the leadership responsibilities are sharedby all

Can be very useful in businesses where creative ideas areimportant

Can be highly motivational as people have control over theirworking life

Can make coordination and decision making time consumingand lacking in overall direction

Relies on good team work Relies on good interpersonal relations


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Paternalistic: Leader acts as a father figure

Believes in the need to support staff

Makes all the decisions himself as hebelieves that he knows better than the

employees what is in the employees best

interest


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Conclusionsabout leadership styles

The laissez-faire leadership style is ineffective.

Quantity of work is equal under authoritarian

and democratic leadership styles

Quality of work and satisfaction is higher under

democratic leadership.


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Continuum of Leader Behavior

Prentice Hall, 2002


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Chapter 11 27

The Managerial Grid

Concern for Production

9

8

7

6

5

4

3

2

1

1 2 3 4 5 6 7 8 9

ConcernforPeople

(1,9)

(1,1)

(5,5)

(9,9)

(9,1)


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What do Great Leaders do Different

Great leaders show up a lot Great leaders rehearse mentally

Great leaders manage the consequences

of their performance. Great leaders do lot of performance

interviews

Great leaders critique their own leadership

performance.
http://www.bockinfo.com/docs/dodiffer.htmhttp://www.bockinfo.com/docs/dodiffer.htm


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Change Leadership

The most challenging aspect is to managechange

Business environment is subject to fast paced

economic and social change

Modern business must adapt and be flexible tosurvive

Leaders need to be aware of how change

impacts on workers


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Change Leadership

Self-esteem

Time

1. Immobilisationas rumours of thechange circulate, theindividual feels somesense of shock andpossible disbelief

so much so that theydeem it worthy ofdoing nothing.

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2. Minimisation: As thechange becomes clearer,people try to fit in thechange with their ownpersonal position and maytry to believe that it will

not affect them.2

3. Depression: as realitybegins to dawn staff mayfeel alienated and angry,feelings of a lack of controlof events overtake peopleand they feel depressed as

they try to reconcile whatis happening with their ownpersonal situation.

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4. Acceptance/letting go:The lowest point in self-esteem finally sees peoplestarting to accept theinevitable. Fear of thefuture is a feature of this

stage.

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5. Testing out:Individuals begin tointeract with the change,they start to ask questionsto see how they mightwork with the change.

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6. Search for meaning:Individuals begin to workwith the change and seehow they might be able tomake the change work forthem self esteem begins

to rise.

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7. Internalisation:the change isunderstood andadopted within theindividuals own

understanding theynow know how to

work with it and feel arenewed sense ofconfidence and selfesteem.


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Sources

The Information School (University ofWashington)

Leadership: Do Traits Really Matter by

S.A. Kirkpatrick & E.A.Locke Organisational Behaviour by F.Luthans


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Thank You

03 Leadership Theories Gr2[1]

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