Team 5 Silvana Szpoganicz Matthew Cox Kathryn M. Holmes Yacine Omichessan Adam O'Shea Yun Wang.

Leadership

Team 5Silvana Szpoganicz

Matthew CoxKathryn M. HolmesYacine Omichessan

Adam O'SheaYun Wang

Outline

Leadership styles Democratic Delegative Autocratic

Leadership theories Behavioral Trait Situational

Leadership Style

Democratic Style

Delegative Style

Autocratic Style

Leadership Style – Democratic Relies heavily on the leader functioning as a facilitator.

Employees have the chance to become part of the team

identifying essential goals and engages employees to

contribute to the decision-making process.

Not an efficient use of time.

Allowing input from every team

member can lead to untimely

decisions. Most suitable where team working

is essential and quality is more

important than speed to market or

productivity.

Leaders allow employees to make their own decisions.

Shows employees that managers trust their decisions and

have confidence in them.

Leadership Style – Delegative

When overly used, it can make

managers lazy and increase

stress levels of employees.

Most effective when group

members are highly qualified.

A leader exerts high levels of power over his or her employees.

All decision making powers are centralized in the leader as

shown such leaders are dictators.

Leaders don’t entertain any suggestions or initiatives from

subordinates.

Leadership Style - Autocratic

• Permits quick decision making as only

one person decides for the whole

group.

• Applicable in prison, military, other

structures organizations.

Leadership Theory

Behavioral Theory

Trait Theory

Situational Theory

Leadership Theory - Behavioral

The belief that great leaders are made, not

born.

Easier to teach and learn than to adopt the

more ephemeral “traits” or “capabilities.”

People can develop skills that make them

leaders.

Believe that people can improve leadership

through dynamic processes.

Leadership Theory - Trait

Leaders inherit certain qualities and traits that

make them better suited to leadership.

Very early attempt to quality leadership: People

are born to be leaders.

Lost popularity in the 40’s and 50’s after

qualitative review of existing studies and later the

rise of situational leadership theory.

Reemerges due to the advances in statistical

research approaches.

Leadership Theory - Trait

Criticisms

Without strong conceptual models it is difficult to

apply.

Focuses on a small set of individual attributes while

neglecting important ones like social skills,

expertise, motives, values and problem solving skills.

Does not answer how common leadership attributes

factor into the wide variety of behaviors seen in

effective leaders.

Leadership Theory - Situational

Leaders choose the best course of action based

upon situational variables.

Different styles of leadership may be more

appropriate for certain types of decision making.

Strongest leader is one that adapts of maturity

level of the group they are trying to lead.

Effective leadership varies, not only with the

person or group being influenced, but it will also

depend on the task, job or function that needs to

be accomplished.

Leadership Theory - Situational

Two types of Activities in this model:

Directive: establishing/clarifying roles, responsibilities, setting

deadlines, goals and procedures

Supportive: problem solving, asking for input, sharing info,

praising, listening

Four types of situational leadership styles

Directive/Telling – leader defines the roles of the individual or

group and provides the what, how, when, and where to do the task

Coaching/Selling – leader explains decisions, provides direction,

using two-way communication so individuals by into the

process/task.

Supportive/Participating – solicit input/Share decision making.

Delegating – leaders are still involved in decisions, but empowers

employees to make decisions and complete task.

Leadership Theory- Situational

Developed by Paul Hersey and Ken Blanchard. Center for Leadership Studies – www.situational.com

Most widely used Leadership theory in fortune 1000/500 companies.

Criticisms: Dependent on a strong leader making the ‘right’ decision Unclear Definition of Maturity and Development Models Impractical to diagnose and adapt the ‘best’ leadership

style for each individual employee relationship

Conclusion

Leadership styles Democratic Delegative Autocratic

Leadership theories Behavioral Trait Situational

Q&A

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