traditional theories and approaches to leadership
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Traditional Theories and
Approaches to LeadershipEducational Leadership and Perspectives
EDU6009
Trust men and they will be true to you; treat themgreatly and they will show themselves to be great.
Ralph Waldo Emerson
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Basic Approaches to
Leadership
Traditional Theories and Approaches
04/28/12 Prepared and Presented by Dr. D. Bernard-Johnson UTECH M Ed. Ed. Leadership andManagement (MLM)
Educational Leadership andPerspectives EDU6009
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What Is Leadership?
LeadershipThe ability to influence agroup toward theachievement of goals.
Management
Use of authority inherent indesignated formal rank toobtain compliance fromorganizational members.
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Great Person Theories
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Trait Approach: one of the firstsystematic attempts to study leadership
Great Man Theories (early 1900s)
Focused on identifying innatequalities and characteristics
possessed by great social,political, & military leaders
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Trait Theories
Leadership TraitsLeadership Traits::
ExtraversionExtraversion ConscientiousnessConscientiousness
OpennessOpenness
EmotionalEmotionalIntelligenceIntelligence(qualified)(qualified)
Leadership TraitsLeadership Traits::
ExtraversionExtraversion ConscientiousnessConscientiousness
OpennessOpenness
EmotionalEmotionalIntelligenceIntelligence(qualified)(qualified)
Traits Theories ofLeadership
Theories that considerpersonality, social,
physical, or intellectualtraits to differentiateleaders from nonleaders.
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Great Man
Theories
Early 1900s
Research focused
on individual
characteristicsthat universally
differentiated
leaders
from nonleaders
Traits Interacting
With Situational
Demands on Leaders
1930-50s
Landmark Stogdill (1948)
study - analyzed and
synthesized 124 trait studies- Leadership
reconceptualized
as a relationship between
people in a social situation
Mann (1959) reviewed 1,400
findings of personality and
leadership in small groups- Less emphasis on situations
- Suggested personality traits
could be used to discriminate
leaders from nonleaders
Revival of Critical Role of
Traits in Leader
Effectiveness
Stogdill (1974)
- Analyzed 163 new studies
with 1948 study findings- Validated original study
- 10 characteristics
positively identified with
leadership
Lord, DeVader, &
Alliger (1986) meta-analysis
- Personality traits can beused to differentiate
leaders/nonleaders
Kirkpatrick & Locke (1991)
- 6 traits make up the
Right Stuff for leaders
Historical Shifts in Trait Perspective1970s - Early 90s
Innate Qualities
Situations
Personality / Behaviors
Today
Intelligence Self-Confidence
Determination Integrity Sociability
5 Major
Leadership
Traits
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Studies of Leadership Traits and Characteristics
Leadership Traits
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Major Leadership Traits
Intelligence Intellectual abilityincluding verbal, perceptual, andreasoning capabilities
Self-Confidence Ability to becertain about ones competencies andskills
Determination The desire to get
the job done (i.e., initiative, persistence,
Traits to possess or cultivate if one seeks to be
perceived by others as a leader:
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Major Leadership Traits
Integrity The quality of honestyand trustworthiness
Sociability Leaders inclination
to seek out pleasant socialrelationships
Traits to possess or cultivate if one seeks to be
perceived by others as a leader:
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How Does the TraitApproach Work?
Focus of Trait Approach
Strengths
Criticisms
Application
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Focus of Trait Approach
Focusesexclusivelyonleader
What traitsleaders exhibit
Who has thesetraits
Organizations usepersonality assessments
to find Right peopleAssumption- will
increase organizationaleffectiveness
Specifycharacteristics/traits forspecific positions
Personality assessment
measures for fit Instruments: LTQ, Myers
LeaderLeader PersonalityAssessments
Personality
Assessments
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Trait Approach
Traits (examples) Extraversion Conscientiousness Openness
Assumption: Leaders are born Goal: Select leaders Problems
Traits do not generalize across situations
Better at predicting leader emergence thanleader effectiveness
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Strengths
Intuitivelyappealing
Perception that
leaders aredifferent in thatthey possessspecial traits
People need toview leaders asgifted
Credibilitydue to
a century ofresearch su ort
Highlightsleadershipcomponentin the
leadership process Deeper level
understanding ofhow
leader/personalityrelated to leadershipprocess
Provides
benchmarksfor
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Criticisms
Fails to delimitadefinitive list ofleadership traits Endless lists have
emerged
Doesnt take into
accountsituationaleffects Leaders in one
situation may not beleaders in another
List of mostimportant leadershiptraits is highlysubjective Much subjective
experience & observationsserve as basis for
identified leadership traits
Research fails to lookat traits inrelationship to
leadership
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Trait Theories
LimitationsLimitations::
No universal traits found that predictNo universal traits found that predict
leadership in all situations.leadership in all situations.
Unclear evidence of the cause and effectUnclear evidence of the cause and effect
of relationship of leadership and traits.of relationship of leadership and traits.
Better predictor of the appearance ofBetter predictor of the appearance ofleadership than distinguishing effectiveleadership than distinguishing effective
and ineffective leaders.and ineffective leaders.
LimitationsLimitations::
No universal traits found that predictNo universal traits found that predict
leadership in all situations.leadership in all situations.
Unclear evidence of the cause and effectUnclear evidence of the cause and effect
of relationship of leadership and traits.of relationship of leadership and traits.
Better predictor of the appearance ofBetter predictor of the appearance ofleadership than distinguishing effectiveleadership than distinguishing effective
and ineffective leaders.and ineffective leaders.
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Application
Provides direction as to which traitsare good to have if one aspires to aleadership position
Through various tests andquestionnaires, individuals candetermine whether they have theselect leadership traits and can
pinpoint their strengths andweaknesses
Can be used by managers to assesswhere they stand within theirorganization and what is needed tostrengthen their position
Leadership TraitsLeadership Traits
IntelligenceIntelligence Self-ConfidenceSelf-Confidence DeterminationDetermination IntegrityIntegrity SociabilitySociability
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Behavioral Theories
Behavioral theory:Behavioral theory:
LLeadership behaviors can beeadership behaviors can be
taught.taught.
Vs.Vs.
Trait theory:Trait theory:
Leaders are born, not made.Leaders are born, not made.
Behavioral theory:Behavioral theory:LLeadership behaviors can beeadership behaviors can be
taught.taught.
Vs.Vs.
Trait theory:Trait theory:
Leaders are born, not made.Leaders are born, not made.
Behavioral Theories of Leadership
Theories proposing that specific behaviorsdifferentiate leaders from nonleaders.
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Behavioral Approach
Ohio State Studies/U. of Michigan Initiating Structure/Production Orientation
Consideration/Employee Orientation
Assumption: Leaders can be trained
Goal: Develop leaders
Problem: Effective behaviors do notgeneralize across situations
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Ohio State LeadershipStudies
After WWII
Measured specific leader behaviors
Identified two dimensions Consideration
Initiating Structure
A leader could possess varyingamounts of both dimensions
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Ohio State Studies
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Behavioral Approaches circa1950
Ohio State studies generated 1800
items tocreate two questionnaires: LOQ (Leader opinion questionnaire)completedby supervisors LBDQ(Leader behavior descriptivequestionnaire) completed by
subordinates
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Ohio State Studies
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Major Findings from Ohio State
Consideration Structure mutualtrust, respect, warmth, concern forothers, allowing subordinates toparticipate in decisions.
Initiating Structure Organizing,planning,defining and monitoring group
activities, clarifying and facilitating
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Ohio State Studies
Initiating Structure
The extent to which a leader islikely to define and structure hisor her role and those of sub-
ordinates in the search for goalattainment.
Consideration
The extent to which a leader is likely to have jobrelationships characterized by mutual trust, respectfor subordinates ideas, and regard for their feelings.
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Findings
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Inconclusive
Some research indicated highconsideration
and high structure was ideal
Not enough research support for this
premise
Best leadership style seemed
contingent on the context
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University of Michigan Studies(940s-1960s)
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Production OrientationLeader emphasizes technical
aspects of work
Utilitarian view of followers theyare merely the tools for completing thework
Employee Orientation emphasizes thepersonal aspects of work
Views followers as unique, attendsto their
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University of MichiganStudies
Employee-Oriented Leader
Emphasizing interpersonal relations; taking a personalinterest in the needs of employees and acceptingindividual differences among members.
Production-Oriented Leader
One who emphasizes technicalor task aspects of the job.
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TheManagerial
Grid(Blake and Mouton)
E X H I B I
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Leadership Dimensions
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ProductionCentered
Univ. ofMichigan
EmployeeCentered
TaskOriented
Blake andMouton
SocialEmotional
Initiating Ohio StateConsiderationStructure
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