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EDU 3083
Examine various managerial leadershiptheories and discuss how far the theories
are applicable in the educationalscenario.
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Todays lesson:
1. Overview about the managerial
leadership theories.
2. What is your opinion, if...
3. Achievement of a teacher leader.
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Managerial
Leadership Theories
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What is leadership?
Leading people
Influencing people
Commanding people
Guiding people
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Leadership is the art or process of
influencing people so that theywill strive willingly and
enthusiastically toward theachievement of group goals .
Definition of leadership:
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Leadership is the ability of a superior
to influence people the behavior ofa subordinate or group and
persuade them to follow a
particular course of action.
Definition of leadership:
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If your actions inspire others
to dream more , learn more ,
do more and become more ,
you are a leader.J - John Quincy Adams
Definition of leadership:
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Management
Promotesstability, orderand problemsolving withinexistingorganizationalstructure and
systems
Leadership
Promotes vision,
creativity, andchange
M L
Takes care of where you
are.
Takes you to a new
place.
Management Vs. Leadership:
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Managers vs Leaders:
ManagersFocus on things
Do things rightPlanOrganize
DirectControlFollow the rules
LeadersFocus on people
Do the right thingsInspireInfluence
MotivateBuildShape entities
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Before we start lets watchthis:
Ten leadership theories
in five minutes
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Leadership Theories
Early Leadership
Theories
Trait Theories BehaviouralTheoriesContingency
Theories
The Fiedler Model
Hersey andBlanchardsSituational
Leadership Theory
Path-Goal Theory
Contemporary Views of
Leadership
Transformational Transactional
Leadership
Charismatic VisionaryLeadership
Team Leadership
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Historical Leadership Theories:
1. Traits theories (1930s).
2. Behavioral Theories (1940s &1950s)3. Contingency theories (1960s &1970s).
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Trait Theories:
According to great man leadership theories effective leaders
are born not made.
In traits research examined the physical (height), mental
(intelligence), social (personality), and characteristics of
individual.
Ralph Stogdill in 1948s concluded that existing research had
not demonstrated the utility of traits approach.
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ASSUMPTION 1: People are born
with inherited traits.
ASSUMPTION 2: Some traits areparticularly suited toleadership.
Trait Theories:
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DOMINATING
SELF CONFIDENT
ENERGETIC
Trait Theories:
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ALERT TO SOCIALENVIRONMENTS
COOPERATIVE
AMBITIOUS
Trait Theories:
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DECISIVE
PERSISTENCE
DEPENDABLE
Trait Theories:
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DOMINATING
TOLERANCE TOSTRESS
ACHIEVEMENTORIENTATION
Trait Theories:
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Lets watch this
A story leaders care
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Behavioral Theories
Behavior of effective leaders are
different from the behavior ofineffective leaders. It is more
important than the physical, mentaland social traits.
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University of Iowa Studies (Kurt Lewin)
Identified three leadership styles:
Autocratic style: centralized authority, low participation
Democratic style: involvement, high participation, feedback
Laissez faire style: hands-off management
Research findings: mixed results
No specific style was consistently better for producing better
performance
Employees were more satisfied under a democratic leader than an
autocratic leader.
Behavioral Theories
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Ohio State Studies
Identified two dimensions of leader behavior:
Initiating structure: the role of the leader in defining his or her role
and the roles of group members
Consideration: the leaders mutual trust and respect for group
members ideas and feelings.
Research findings: mixed results High-high leaders generally, but not always, achieved high group
task performance and satisfaction.
Evidence indicated that situational factors appeared to strongly
influence leadership effectiveness.
Behavioral Theories
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University of Michigan Studies
Identified two dimensions of leader behavior
Employee oriented: emphasizing personal relationships
Production oriented: emphasizing task accomplishment
Research findings:
Leaders who are employee oriented are strongly associatedwith high group productivity and higher job satisfaction.
Behavioral Theories
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Managerial Grid
Appraises leadership styles using two dimensions:
Concern for people
Concern for production
Places managerial styles in five categories:
Impoverished management
Task management
Middle-of-the-road management
Country club management
Team management
Behavioral Theories
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TRAIT THEORY BEHAVIOURAL THEORY
Believes people are born to be leaders. Believes people are made to be leaders.
Uses characteristics of past successfulor unsuccessful leaders to evaluatesuccess of potential leaders.
People can learn to be leaders throughrole playing or role acting.
Process is appealing, but problem ariseswith proving principals.
Behaviour is easier to teach than traitsand capabilities.
Approach is often challenged byopposition.
Approach is widely used in leadershiptraining.
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The corporate world is filled with stories of leaders
who failed to achieve greatness because they failed to
understand the context they were working with.
Contingency theories look at defining leadership style
and the situation, and it attempts to answer the if-then contingencies (that is, if this is the context of the
situation, then this is the best leadership style to use)
Contingency Theories:
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The Fiedler Model:
Developed by Fred Fiedler.
Proposed that effective group performance dependedon properly matching the leaders style and the amount
of control and influence in the situation.
Premise Certain leadership style would be most
effective in different types of situation.
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The Fiedler Model:
There are three basic steps:
1. Identifying leadership styles.
2. Defining the situations.
3. Matching the leaders and situations.
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Fiedler believes a key factor in leadership success is
the individuals basic leadership style.
So he created the Least Prefer Co-worker (LPC)
Questionnaire
An instrument that tells to measure whether a person is
task or relationship oriented
1. Identifying leadership styles
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The final score is the total of the numbers circled on
the 18 scales:
- 57 or less = Low LPC (task motivated)
- 58-63 = Middle LPC (socio-independent leaders, self
directed and not overly concerned with the task or
with how others view them)
- 64 or above = High LPC (motivated by relationships)
1. Identifying leadership styles
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Fiedler identified three contingency dimensions that
define the key situational factors:
1.Leader-member relations:The degree of confidence, trust, and respect, members have in the leader; rated as
either good or poor.
2.Task structure:The degree to which the job assignments are formalized and structured; rated as eitherhigh or low.
3.Position Power:The degree of influence a leader has over power variables such as hiring, firing,
promotion, etc; rated as either strong or weak.
2. Defining the situations.
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Each leadership situation was evaluated in terms of
these three contingency variables, which when combined
produced eight possible situations that were either
favourable or unfavourable for the leader
3. Matching the leader and thesituations.
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3. Matching the leader and thesituations.
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3. Matching the leader and thesituations.
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Two ways in which to improve leader
effectiveness:
1. Change the leader to fit the situation
2. Change the situation to fit the leader
The Fiedler Model:
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H d Bl h d
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This model is also called situational leadership theory (SLT).
A contingency theory that focuses on the followers readiness.
Why focus on the follower?Reflects the reality that it is the follower who accept or reject the leader.
Regardless of what a leader does, the groups effectiveness depends on the
actions of the follower.
What is meant by the term readiness?The extent to which people have the ability and willingness to accomplish a
specific task.
Hersey and BlanchardsSituational Leadership Theory:
H d Bl h d
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It is a paternal model:
As the child matures, the adult releases more and
more control over the situation.As the workers become more ready, the leader
becomes more laissez-faire.
Leaders must relinquish control over and contact
with followers as they become more competent.
Hersey and BlanchardsSituational Leadership Theory:
H d Bl h d
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Creates four specific leadership styles incorporating
Fiedlers two leadership dimensions:
Telling: high task-low relationship leadership
Selling: high task-high relationship leadership
Participating: low task-high relationship leadership
Delegating: low task-low relationship leadership
Hersey and BlanchardsSituational Leadership Theory:
H d Bl h d
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Posits four stages of follower readiness:
R1 - Followers are unable and unwilling.R2 - Followers are unable but willing.
R3 - Followers are able but unwilling.
R4 - Followers are able and willing.
Hersey and BlanchardsSituational Leadership Theory:
H d Bl h d
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Hersey and BlanchardsSituational Leadership Theory:
LEADERSHIP STYLES FOLLOWERS READINESS
R1 unable and unwilling to do a task Telling
R2 unable and willing Selling
R3 able and unwilling Participating
R4 able and willing Delegating
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Lets watch these
Overview of slt
Slt featuring paul hersey
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Developed by Robert House.
States that the leaders job is to assist his or her
followers in attaining their goals and to providedirection or support to ensure their goals are
compatible with organizational goals.
The theory takes the key elements from the
expectancy theory of motivation.
Path Goal Theory
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Path Goal Theory
It is about how leaders motivate subordinates to
accomplish designated goals.
The stated goal of leadership is to enhance employeeperformance and employee satisfaction by focusing on
employee motivation
By reducing roadblocks and pitfalls.
The leader must use a style that best meets the
subordinates motivational needs.
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Leaders assume different leadership styles at different times
depending on the situation:Directive leader
Let the workers know whats expected of them, schedules work to be
done, and gives specific guidance.
Supportive leader
Shows concern for the needs of the followers and is friendly.
Participative leader Consults with group members and uses their suggestions before making a decision.
Achievement oriented leader Sets challenging goals and expects followers to perform at their highest level.
Path Goal Theory
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Path Goal Theory
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Transformational
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Transactional Leader:
Leaders who lead primarily by using social
exchanges (or transaction).
Leaders who guide or motivate their followers in
the direction of established goals by exchanging
rewards for their productivity.
Transformational Transactional Leadership
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Lets watch these
Transactional leadership
The leaders expectations
Transformational
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Transformational Leader:
Leaders who inspire followers to transcend their
own self-interests for the good of theorganization by clarifying role and task
requirements.
Leaders who also are capable of having a profound
and extraordinary effect on their followers.
Transformational Transactional Leadership
Transformational
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Transformational Leaders Characteristics:
1. Pay attention towards the concerns and developmental
needs of individual followers.
2. Help followers to see things and problems in a new
perspectives.
3. Inspire followers to exert extra effort to achieve
group goals.
4. More effective, higher performers, and more
promotable.
Transformational Transactional Leadership
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Lets watch this
Transformational leadership
Transformational
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Transactional and transformational leadership shouldnt
be viewed as opposing approaches to getting things done.
Transformational leadership develops from transactionalleadership.
Transformational leadership produces levels of employee
effort and performance that go beyond what would occur
with a transactional approach alone.
Transformational Transactional Leadership
Transformational
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To aid your understanding, lets
watch this
Transaction vs. transformation
Transformational Transactional Leadership
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Charismatic Visionary
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Charismatic Leader:
An enthusiastic, self-confident leader whose
personality and actions influence people to behavein certain ways.
Charismatic VisionaryLeadership
Charismatic Visionary
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Characteristics of a charismatic leader:
1. Have a vision
2. Are able to articulate the vision
3. Are willing to take risks to achieve the vision
4. Are sensitive to the environment and follower
needs
5. Exhibit behaviors that are out of the ordinary
Charismatic VisionaryLeadership
Charismatic Visionary
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Visionary Leader:
A leader who creates and articulates a realistic,
credible, and attractive vision of the future thatimproves upon the present situation.
Charismatic VisionaryLeadership
Charismatic Visionary
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Visionary leaders have the ability to:
Explain the vision to others
Express the vision not just verbally butthrough behavior
Extend or apply the vision to different
leadership contexts
Charismatic VisionaryLeadership
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Team Leaders Characteristics:
Have patience to share information.
Able to trust others and to give up authority.
Understand and know when to intervene.
Team Leadership
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Team Leaders Job:
Manage the teams external boundary
Facilitate the team process;o Coaching, facilitating, handling disciplinary
problems, reviewing team and individual
performance, training, and communication
Team Leadership
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Team Leaders Roles:
Liaison with external constituencies
Troubleshooter
Conflict manager
Coach
Team Leadership
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What is your opinion?
Which theory will you choose if you ar
a. Headmasterb. Teacher
Give your justification.
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Teacher s Role Model 2014
Teachers role model
2014
ll
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Finally...
L eadership is a
combination of characterand competence; of who
you are and what you cando.
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