Leadership Theories 7

7/27/2019 Leadership Theories 7

1/43

Professional and Academic and

Support Skills- BSB20129-M

Topic 7 : Leadership Theories

Sharmila. APIIT.2010


2/43

Module Code and Module Title Title of Slides

A Leadership Story:

A group of workers and their leaders are set a taskof clearing a road through a dense jungle on a remote island toget to the coast where an estuary providesa perfect site for a port.

The leaders organise the labour into efficient units and monitorthe distribution and use of capital assets progress is excellent.The leaders continue to monitor and evaluate progress, makingadjustments along the way to ensure the progress is maintainedand efficiency increased wherever possible.

Then, one day amidst all the hustle and bustle and activity, oneperson climbs up a nearby tree. The person surveys the scenefrom the top of the tree.


3/43


A Leadership Story:

And shouts down to the assembled

group below

Wrong Way! (Story adapted from Stephen Covey (2004) The Seven Habits of Highly

Effective People Simon & Schuster).

Management is doing things right, leadership is

doing the right things(Warren Bennis and Peter Drucker)


4/43


LEADERSHIP

DEFINITION

According to Koontz and o Donnell it is

the art of including the subordinates to

accomplish their assignments with zeal

and confidence. Zeal reflects ardour,

earnestness and intensity in execution of

work; confidence reflects experience andtechnical ability.


5/43


C O N C E P T O F L E A D E R S H I P

Managers are people who do things right, while leaders are people

who do the right thing.

'Leadership is all about courage to dream big.

Leadership is a complex process by which a person influences others

to accomplish a mission, task, or objective and directs the organization

in a way that makes it more cohesive and coherent

Leadership makes people want to achieve high goals and objectives,

while, on the other hand, bosses tell people to accomplish a task or

objective.

Leadership can be used for good or ill

Leadership skills can be perverted to pursue bad ends


6/43



7/43Module Code and Module Title Title of Slides

L e a d e r s v s . M a n a g e r s

LEADERS: innovate

focus on people

inspire trust

have a long-range view

ask what and why

have eyes on horizon

originate

challenge status quo

do the right thing

MANAGERS: administrate

focus on systems andstructures

rely on control

have a short-range view

ask how and when

have eyes on bottom line

initiate

accept status quo

do things right



We Need Both Leading and Managing

Lead People

Direction

Communication

Resources

Coach

Reinforce

Manage

Processes

Happy Customers

Feedback

- Whats working?

- Need to do differently?

Healthy processes serving happy customers



So What Do Leaders Do?

Provide Direction - Where we are headed

Communicate

- The Why & Benefits of the direction

Enable, Coach and Counsel

Recognise Results and Reinforce Desired

Behavior



Types of Leadership Style

Autocratic:

Leader makes decisions without reference to

anyone else High degree of dependency on the leader

Can create de-motivation and alienation

of staff

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




Democratic:

Encourages decision making

from different perspectives leadership maybe emphasised throughoutthe organisation Consultative: process of consultation before

decisions are taken

Persuasive: Leader takes decision and seeks topersuade others that the decisionis correct




Democratic:

May help motivation and involvement

Workers feel ownership of the firm and itsideas

Improves the sharing of ideas

and experiences within the business Can delay decision making




Laissez-Faire: Let it be the leadership responsibilities

are shared by all

Can be very useful in businesseswhere creative ideas are important

Can be highly motivational,

as people have control over their working life

Can make coordination and decision making

time-consuming and lacking in overall direction

Relies on good team work

Relies on good interpersonal relations


15/43



Theories of Leadership

Trait theories:

Is there a set of characteristics

that determine a good leader? Personality?

Dominance and personal presence?

Charisma?

Self confidence?

Achievement?

Ability to formulate a clear vision?




Trait theories:

Are such characteristics

inherently gender biased? Do such characteristics

produce good leaders?

Is leadership more than

just bringing about change? Does this imply that leaders are born not

bred?




Behavioural:

Imply that leaders can be trained focus on

the way of doing things Structure based behavioural theories focus on

the leader instituting structures task orientated

Relationship based behavioural theories focus

on the development and maintenance ofrelationships process orientated


19/43



Contingency Theories:

Leadership as being more flexible different

leadership styles used at different timesdepending on the circumstance.

Suggests leadership is not a fixed series of

characteristics that can be transposed into

different contexts


20/43



May depend on:

Type of staff

History of the business

Culture of the business

Quality of the relationships

Nature of the changes neededAccepted norms within the institution


21/43



Transformational:

Widespread changes

to a business or organisation Requires:

Long term strategic planning

Clear objectives

Clear vision

Leading by example walk the walk

Efficiency of systems and processes


22/43



Invitational Leadership: Improving the atmosphere and message sent out

by the organisation

Focus on reducing negative messagessent out through the everyday actions of thebusiness both externally and, crucially, internally

Review internal processes to reduce these

Build relationships and sense of belonging andidentity with the organisationthat gets communicated to customers, etc.


23/43



Transactional Theories:

Focus on the management

of the organisation Focus on procedures and efficiency

Focus on working to rules

and contracts Managing current issues

and problems


24/43



25/43



26/43



27/43



28/43



29/43



30/43



31/43



32/43



33/43



34/43



35/43



36/43



37/43



38/43



39/43



40/43



41/43



42/43



43/43

Leadership Theories 7

Documents