leadership 141225090908 conversion gate01

8/18/2019 Leadership 141225090908 Conversion Gate01

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TOPICS TO BE COVERED

Trait Theory of Behavior Theory of Contingencies Theory of

Leadership Leadership Leadership

1. Katz Framework 1. Michigan & hio 1. F!ed!ers Theory

". #togdi!!s Framework ". B!ake Monton Manageria! $rid ". %arsey & B!ancha

. McCains Framework . 'ifferent Behavior of Leadership . (ath)$oa! Theory

*. +room & ,etton Theory



-hats Leadership /0ccording To Peter Drucker:

“The only definition of a leader is someone who has followers.”

Bill Gates:

“As we look ahead into the next century, leaders will be those who empowe

Definition:

“Leadership is a process of social influence, which maximizes the efforts of

towards the achievement of a oal.”



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• #4ccessor of 5$reat Man6 Theory of Leadership

• Big 0ss4mption7

“ Leaders such as Abraham Lincoln or !ark "uckerber were born wi

ability to lead.”

-hats Trait Theory /• Leadership Traits are innate.8Big 9 Mode! Traits:

• 'eve!oped thro4gh 3;perience and Learning

• Foc4ses on (ersona! <4a!ities and Characteristics.

• Critics7 5Too simplistic # futile.”



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K a t z

F r a m e w o r k• Developing

your Best Self.• Managing

People &Processes.

•

ultivatingProfessional!etworks.

• "earning #$roug$%perience.

• 'pplying #ec$nical

ompetence.

S t o g ( i l l ) s

F r a m e w o r k

• apacity*'c$ievement*+esponsi,ility*Participation*& Status.

• %motionalSta,ility*apacity to-nspire*'(mittingerror &o$esion.

M c a i n s

F r a m e w o r k

. / F ) s 0

• Free(• Focus• Fores

1 2 /



2ndra =ooyi > C3 (epsiCo.

•Traits that make her a $reat Leader7

• #ocia?!e

• 0greea?!e

• 3motiona!!y #ta?!e

• pen to 3;periences

•

Conscientio4s• es4!ts of #4ch (ersona!ity Traits7

• 3;ce!!ence in @o? (erformance

• #4ccessf4! Career

• ne of the most (owerf4! -omen in B4siness



Behaviora! Theories

Theories that attempt to isolate behaviors

differentiate effective leaders form ineffective lea



hio #tate #t4dies

esearch ?egan at hio state 4niversity in !ate 1A*s

To identify independent dimensions of !eader ?ehavior

es4!ted in two dimensions7

• 2nitiating str4ct4re

• Consideration



Conc!4sions of hio #tate #t4dies

• %igher on one dimension does not mean !ow on another

• Fo!!owers of !eaders high in consideration were more satisfiemotivated and had respect for their !eaders

• Leaders high in initiating str4ct4re increased organizations prod4ctivity and performance



Michigan #t4dies

Objective

To !ocate ?ehaviora! characteristics of !eaders that appeared to

to meas4re of performance effectiveness

Came 4p with two)dimensions of !eadership ?ehavior

• 3mp!oyee)oriented

• (rod4ction)oriented



Conc!4sions of Michigan #t4dies

• 3mp!oyees favored !eaders who were emp!oyee oriented in ?

• ecommended on!y one dimension important for manager to

s4ccessf4! i.e. emp!oyee oriented !eaders



The Manageria! $rid

• 'eve!oped ?y B!ake and Mo4ton

• Based on 5 concern for people 5 and 5 concern for productio

•

'oes not specify why a manger fa!!s into one part or another



'ifferent Leadership Behaviors

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+ ' # -

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+ ' #

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1. 04tocratic Leadership

• C!assica! Leadership #ty!e

• Managers retains as m4ch power and decision

making a4thority as possi?!e

• =o invo!vement of #taff

3g7) 0do!f %it!er

2.

'emocratic Leadership• 0!so known as (articipative sty!e

• #haring of 'ecision)making a?i!ities and 2deas

• 3nco4rages staff to ?e a part of the decision making

3g7) Car!os $hosn) C4rrent!y the Chairman and C3 of (aris)?ased ena4!t Chairma

@apan)?ased =issan and Chairman of 4ssian a4tomo?i!e man4fact4rer 0vto+0D



/. #4pportive Leadership

• (ath)goa! theory

• Cohesion among mem?ers

•0ttempts to red4ce emp!oyee stress and fr4stration in the workp!ace

3g7) #teve @o?s

9. 0chievement Leadership

•

0 management strategy that p4ts high goa!s and training to get the needed improveme performance !eve!s.

• high performance is e;pected

• a high !eve! of confidence in the emp!oyeeEs a?i!ity to achieve the goa!s.

3g7) 0?d4! Ka!am



. Laissez)Faire Leadership

• Known as 5%ands)off6 sty!e

• The manager provide !itt!e or no direction

and gives staff freedom as m4ch as possi?!e

• %igh!y e;perienced and trained emp!oyees re4iring !itt!e s4pervision fa!! 4nder the !a

!eadership sty!e.

3g7) -arren B4ffet



Fied!ers Mode!• Fi;ed #ty!e of Leadership

•

es4!t of Two Factor

• Leadership #ty!e

• 3va!4ation Too! 7 Least (referred Co)worker 8L(C:

•

#it4ationa! Contro!• Leader Mem?er e!ation

• Task #tr4ct4re

• Leaders (osition (ower



Least (referred Co)worker 8L(C:espondent 'escri?e7 Least (referred Co ) -orker



Least (referred Co)worker 8L(C:

• 0na!ysis7

• #core7 9G or ?e!ow Leadership #ty!e7 Task riented

• #core7 9H > I Leadership #ty!e7 Midd!e L(C

• #core7 I* or I* J Leadership #ty!e7 e!ationship

• 0pp!ication7

• 2dentify Leadership #ty!e

• 2dentify #it4ation

• 'etermine most effective Leadership #ty!e



%ersey > B!anchard Leadership Theory

• Change Leadership #ty!es7

• Based on Mat4rity of (eop!e they are !eading

• 'etai!s of Task

• Mode! Maps Leadership #ty!es to Mat4rity Leve!



Leadership in rganizations

•

Transactiona! LeadersLeaders who g4ide or motivate their fo!!owers in the direction of estagoa!s ?y c!arifying ro!e and task re4irements.

• Transformationa! Leaders

2nspire fo!!owers to transcend their own se!f)interests for the good oforganization they can have a profo4nd and e;traordinary effect on fo



+room>,etton Contingency Mode!

#it4ationa! !eadership theory of ind4stria! and organizationa!

psycho!ogy.

This mode! s4ggests the se!ection a !eadership sty!e for gro4p

making



n!ine Leadership

• Lack of face)to)face contact.

• The str4ct4re and tone of message

• -riting ski!!s ?ecome an e;tension of interpersona! ski!!s.

• B4i!ding tr4st and 4nderstanding is greatest cha!!enge.



"%'D%+S



Finding & Creating 3ffective Leaders

•

#e!ection (rocess)3;traversion conscientio4sness and openness to e;perien

• Training

) 'eve!oping sit4ationa!)ana!ysis

) 3;ec4tive Leadership programs



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leadership 141225090908 conversion gate01

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