Leadership Theories

What does Leadership mean to you? Who do you consider to be effective

leaders and why? What is the role of leaders in

organizations? Can you think of examples of effective

leadership in your organization? What do you think effective leader do?

Leadership

Leadership is influencing people -- by providing purpose, direction, and motivation -- while operating to accomplish the mission and improving the organization."

Leadership Theories:

1900’s: the “great man” theories – it’s an innate ability; who is born to lead?

A 20th Century History 1940’s-50’s: trait theory – what universal

traits are common to all leaders. 1950’s-60’s: behavior theory – what key

behavioral patterns result in leadership

Leadership Theories

1960’s-70’s: Contingency/situational theory – establish which leadership behaviors succeeded in specific situations.

1980’s: Excellence – what interaction of traits, behaviors, key situations, and group facilitation allows people to lead organizations to excellence?

Great Man Theories

Assumption Based on the belief that leaders are exceptional

people, born Leaders and not made with innate qualities, destined to lead.

Great leaders will arise when there is a great need. The term “Great Man” was used because, at the

time, leadership was thought of primarily as a male quality, especially in terms of military leadership

Charismatic Leadership

AssumptionsCharm and grace are all that is needed to create

followers.Self-belief is a fundamental need of leaders.People follow others that they personally admire.StyleThe Charismatic Leader gathers followers

through dint of personality and charm, rather than any form of external power or authority.

Trait Theories

People are born with certain characteristics which make them leaders.

– Intelligence – Level of energy and activity – Task relevant knowledge Leaders are born…?

Trait Theories

The lists of traits or qualities associated with leadership exist in abundance and continue to be produced.

They draw on virtually all the adjectives in the dictionary which describe some positive or virtuous human attribute, from ambition to zest for life

Traits - Adaptable to situations - Alert to social environment - Ambitious and achievement-orientated - Assertive - Cooperative - Decisive and Tolerant of stress - Dependable Willing to assume responsibility - Dominant (desire to influence others) - Energetic (high activity level) - Self-confident

Situational leadership theories

A good situational leader is one who can quickly change leadership styles as the situation changes

The best action of the leader depends on a range of situational factors.

Using the Right Style – Situational Leadership The skill levels and experience of team The work involved (routine or new and

creative) The organizational environment (stable

or radically changing, conservative or adventurous)

Preferred or natural style.

Situational Leadership

Situational Leadership

S1: Directing/Telling Leaders define the roles and tasks of the 'follower', and supervise them closely. Decisions are made by the leader and announced, so communication is largely one-way.

Situational Leadership

S2: Coaching/Selling Leaders still define roles and tasks, but seek ideas and suggestions from the follower. Decisions remain the leader's prerogative, but communication is much more two-way.

Situational Leadership

S3: Supporting/Participating Leaders pass day-to-day decisions, such as task allocation and processes, to the follower. The leader facilitates and takes part in decisions, but control is with the follower.

Situational Leadership

S4: Delegating Leaders are still involved in decisions and problem-solving, but control is with the follower. The follower decides when and how the leader will be involved.

Development levelsCompetence and Commitment of the Followers D1: Low Competence, High Commitment -

They generally lack the specific skills required for the job in hand. However, they are eager to learn and willing to take direction.

D2: Some Competence, Low Commitment - They may have some relevant skills, but won't be able to do the job without help. The task or the situation may be new to them.

D3: High Competence, Variable Commitment - They are experienced and capable, but may lack the confidence to go it alone, or the motivation to do it well or quickly.

D4: High Competence, High Commitment - They are experienced at the job, and comfortable with their own ability to do it well. They may even be more skilled than the leader.

The leadership styles

Autocratic leadership Bureaucratic leadership Charismatic leadership Democratic leadership. Laissez-faire leadership Servant leadership Task-oriented leadership Transactional leadership Transformational leadership.

Democratic Management Style

Autocratic Management Style

Consultative Management style

Laissez Faire Management style

Democratic or participative style

A democratic manager delegates authority to the staff, giving them responsibility to complete the task.

Staff will complete the tasks using their own work methods on time.

Employees are involved in decision making giving them a sense motivating individuals.

increases job satisfaction by involving employees or team members .

Slow decision making process.

Autocratic Management Style

an autocratic manager dictates orders to their staff and makes decisions without any consultation.

The leader likes to control the situation they are in.

Decision are quick . This type of management style can decrease

motivation and increase staff turnover

Consultative Management style

A consultative management style can be viewed as a combination.

The manager will ask views and opinions from their staff, allowing them to feel involved but will ultimately make the final decision.

Laissez Faire Management style A laissez faire manager sets the tasks and

gives staff complete freedom to complete the task as they see fit. “leave it be”.

It works for teams in which the individuals are very experienced and skilled self-starters.

There is minimal involvement from the manager.

The manager coaches or supply information if required.

Benefits, staff again are developed to take responsibility .

Staff feel lost and not reach the goals set within the time frame

Decision-making Styles 

Style Name Description

A Autocratic You should make the decision yourself, based on the information available to you.

B Less Autocratic Obtain the necessary information from your team and then make the decision yourself.

C Consultative Speak to the individual members of your team and get their input, ideas and suggestions before making the decision yourself. Do not meet as a group.

D More Consultative Share the problem with your team members and get their input, ideas and suggestions; then make the decision alone.

E Group Share the problem with your team and allow them to agree on a decision. Your role is to act as an impartial chairman, and you must be willing to implement the agreed solution.

Forces that influence the style to be used

included: Time available. Are relationships . Who has the information - you, your

employees, or both? How well your employees are trained and. Internal conflicts. Stress levels. Type of task, complicated, or simple? Laws or established procedures .

Transactional leadership

It emphasizes the importance of the relationship between leader and followers, focusing on the mutual benefits derived from a form of 'contract‘ through which the leader delivers such things as rewards or recognition in return for the commitment or loyalty of the followers .

Occurs when one person takes the initiative in making contact with others for the purpose of an exchange of valued things.

Behavioral theories

These concentrate on what leaders actually do rather than on their qualities.

Different patterns of behavior are observed and categorized as 'styles of leadership'.

Behavioral theories

There are behavioral determinants of leadership which can be learned. People can be trained to be effective

leaders. Knowledge and Experience. Leaders are made…?

contingency-situational theories

contingency-situational theories were developed to indicate that the style to be used is contingent upon such factors as the situation, the people, the task, the organization, and other environmental variables.

Transactional Leadership

Assumptions People are motivated by reward and punishment. Social systems work best with a clear chain of

command. When people have agreed to do a job, a part of the

deal is that they cede all authority to their manager.

The prime purpose of a subordinate is to do what their manager tells them to do.

Transformational Leadership

The central concept here is change and the role of leadership in envisioning and implementing the transformation of organizational performance

Leadership is about coping with change Major changes are more and more necessary to

survive and complete effectively in this new environment

Transformational Leadership

Assumptions People will follow a person who inspires them. A person with vision and passion can achieve

great things. The way to get things done is by injecting

enthusiasm and energy. Style Working for a Transformational Leader can

be a wonderful and uplifting experience. They put passion and energy into everything. They care about you and want you to succeed.

Transformational Leadership

Occurs when one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality.

More changes always demands more leadership

Transformational Style

Idealized Behaviors: living one's ideals Inspirational Motivation:inspiring others Intellectual Stimulation: stimulating others Individualized Consideration:coaching and

development Idealized Attributes: Respect, trust, and

faith

Some Current LeadershipTheories

Emotional Intelligence Primal Leadership

Leadership

The Definition of Leadership: INFLUENCE

The Key to Leadership: PRIORITIES The Most Important Ingredient to Leadership: INTEGRITY The Ultimate Test of Leadership: Creating positive change

The Quickest Way to Gain Leadership:

Proble msolving Developing Your Most Appreciable Asset:

People The Indispensable Quality of Leadership

Vision The Most Important Lesson of Leadership:

Staff development

Followers and

Followership

Followers How and why are ‘followers’ important? What do I want to know about ‘followers’? What do I need to be able to do in different

situations with different people?

Effective Followers

Manage themselves well Committed to the organization and to a

purpose, principle, or person outside themselves

Build their competence

Focus their efforts courageous, honest, & credible

Leading versus Managing

LEADERS Innovate Develop Inspire Long-term view Ask what & why Originate Challenge status quo Do the right things

MANAGERS • Administer • Maintain • Control • Short-term view • Ask how & when • Initiate • Accept status quo • Do things right