theories of leadership
DESCRIPTION
LeadershipTRANSCRIPT
Theories of
Leadership
Presented by: Johny A. Prudencio
What is Leadersh
ip?Leadership is a major way in which people change the minds of others and move organizations forward to accomplish identified goals.
Why are some
leaders successful
, while others fail?
Theories of Leadership• Great Man Theory
• Trait Theory• Behavioral Theories• Participative Leadership• Situational Leadership• Contingency Theories• Transactional Theory• Transformational Theory
Great Man
Theory• Leaders are born and not made• Great leaders will arise when there is a great need• This idea also strayed into the mythic domain (ex.
Jesus, Moses, Mohammed and the Buddah, etc.)• Originally proposed by Thomas Carlyle• Patriarchal minded
Trait Theory• People are either born or not born with
the qualities that predispose them to success in leadership roles
• People are born with inherited traits• Some traits are particularly suited to leadership• People who make good leaders have the right (or
sufficient) combination of traits
Stogdill (1974) identified the following traits and skills as critical to leaders.
Traits Skills
Adaptable to situations Alert to social environment Ambitious and achievement-orientated Assertive Cooperative Decisive Dependable Dominant (desire to influence others) Energetic (high activity level) Persistent Self-confident Tolerant of stress Willing to assume responsibility
Clever (intelligent) Conceptually skilled Creative Diplomatic and tactful Fluent in speaking Knowledgeable about group task Organised (administrative ability) Persuasive Socially skilled
Leaders could succeed or ‘derail’(McCall and Lombardo.1983)
• Emotional stability and composure: Calm, confident and predictable, particularly when under stress.
• Admitting error: Owning up to mistakes, rather than putting energy into covering up.
• Good interpersonal skills: Able to communicate and persuade others without resort to negative or coercive tactics.
• Intellectual breadth: Able to understand a wide range of areas, rather than having a narrow (and narrow-minded) area of expertise.
Behavioral Theory• Leaders can be made, rather than are born
• Successful leadership is based in definable, learnable behavior
• Leadership’ capability can be learned, rather than being inherent
• Role Theory• The Managerial Grid
Role Theory
• People around are expecting a role from their leaders
• Leaders must do their role as well as his/her subordinates
• Role conflict can also occur when people have differing expectations of their leaders. It also happens when leaders have different ideas about what they should be doing vs. the expectations that are put upon them.
The Managerial Grid (Blake and Mouton in the early 1960s)
Concern for People
High Country Club management
Team management
Medium Middle of the road
management
Low Impoverished management
Authority-compliance
Low Medium High
Concern for Production (Task)
Participative
Leadership• Several people deciding together make better
decisions than one person alone• A Participative Leader, rather than taking autocratic
decisions, seeks to involve other people in the process
< Not participative Highly participative >
Autocratic decision by
leader
Leader proposes decision, listens
to feedback, then decides
Team proposes decision, leader
has final decision
J oint decision with team as
equals
Full delegation of decision to team
Situational Leadership• The best action of the leader depends on a range of situational factors
• Factors that affect situational decisions include motivation and capability of followers and relationship between the followers
• Leaders here work on such factors as external relationships, acquisition of resources, managing demands on the group and managing the structures and culture of the group
Yukl (1989) seeks to combine other approaches and identifies six variables:
• Subordinate effort: the motivation and actual effort expended.• Subordinate ability and role clarity: followers knowing what
to do and how to do it.• Organization of the work: the structure of the work and
utilization of resources.• Cooperation and cohesiveness: of the group in working
together.• Resources and support: the availability of tools, materials,
people, etc.• External coordination: the need to collaborate with other
groups.
Tannenbaum and Schmidt (1958) identified three forces that led to the leader's action:
• The forces in the situation• The forces in then follower and • The forces in the leader
Contingency Theories• Jay Galbraith (1973) states that:
* there is no one best way to organize* any way of organizing is not equally effective
• the optimal course of action is contingent (dependent) upon the internal and external situation
• Situational theory
Some important contingencies for companies byJoan Woodward (1958)
1. Technology2. Suppliers and distributors3. Consumer interest groups4. Customers and competitors5. Government6. Unions
‘Contingency in a nutshell’ (Gareth Morgan Images of Organization)
• Organizations are open systems that need careful management to satisfy and balance internal needs and to adapt to environmental circumstances
• There is no one best way of organizing. The appropriate form depends on the kind of task or environment one is dealing with.
• Management must be concerned, above all else, with achieving alignments and good fits
Three empirically derived dimensions (Fred Fiedler)
• The leader-member relationship• The degree of task structure• The leader's position power
Transactional Theory• People are motivated by reward and punishment.
• Transactional leadership is based in contingency, in that reward or punishment is contingent upon performance.
• Transactional leader often uses management by exception
• The prime purpose of a subordinate is to do what their manager tells them to do.
Transformational Theory
• 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.• Transformational Leaders are often charismatic, but
are not as narcissistic as pure Charismatic Leaders, who succeed through a belief in themselves rather than a belief in others.
Style
• Developing the vision• Selling the vision• Finding the way forwards• Leading the charge
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.
References• http://managementhelp.org/blogs/leadership/
2010/04/21/leadership-theories/#sthash.NjIQHESS.dpuf
• http://www.mindtools.com/pages/article/leadership-theories.htm#sthash.u0XEfM25.dpuf
• http://changingminds.org/disciplines/leadership/theories/leadership_theories.htm
• http://faculty.babson.edu/krollag/org_site/encyclop/contingency.html