THEORIES OF LEADERSHIP

“Leadership is ACTION, not position.”

Donald H. McGannon

Trait Theory of Leadership This theory states that great leaders are born, not made. It

assumes that people have personality traits that make them perfect candidates for leadership.

A summary of the personality traits of leaders vs. non-leaders: Drive and ambition The desire to lead and influence Honesty and integrity Self-confidence Intelligence In-depth technical knowledge

Possessing certain personality traits only makes it more likely that an individual can become an effective leader

Personality Theory of Leadership

This theory states that people have certain strengths and prefered behaviours that will help them excel as a leader.

A personality typing test was developed from this theory called “True Colors”.

According to “True Colors,” there are four distinct personality types.

Personality Theory of Leadership Four Personality Types: yellow (gold), green, orange, blue

OrganizedLike structure & rules

Very dependable.

CuriousInnovative

Problem solvers

ActiveFun loving

Adventuresome

Warm & empathetic Strong communication

Strive for harmony

Personality Theory of Leadership We usually have a preferred way of functioning

(i.e. Displaying traits from a specific color)

However, we are all a blend of all four types and thus, we can function from each perspective when necessary

It is important to understand all the types to capitalize on your strengths and build on your weak areas.

Behaviour Theory of Leadership

Behaviour theories of leadership stem from the belief that leaders are born, not made.

Behaviour Theory of Leadership Two distinct leadership

dimensions

Task orientation leadership–

Emphasis on achieving performance goals

Relationship orientation leadership –

Emphasis on interpersonal relationships

Low Task Behaviour High

High task andlow relationship

Low task andlow relationship

High relationship andhigh task

High relationship andlow task

High

Relationship Behaviour

Low

Comprehensive Theory of Leadership The comprehensive theory of

leadership stipulates that leadership success is a function of the leader’s behaviour, the group members’ characteristics and situational factors

A change in any element affects the outcome or effectiveness of leadership

A leader needs to be sensitive to the characteristics of each group member

Telling

(Members are unable and willing)

Delegating

(Members are able and willing)

Selling

(Members are unable and unwilling)

Partying

(Members are able and unwilling/apprehensive)

Low Task Behaviour High

High Low

Relationship Behaviour

Low

Group Member Characteristics

A task-oriented leader will bring out the best in group members who: Have low affiliation needs Have a high need to achieve goals Accept authority Like careful, detailed planning Prefer material rewards

A relationship-oriented leader will bring out the best with members who:

Seek opportunities to socialize Have low achievement needs Are independent thinkers Tolerate ambiguity Prefer intrinsic rewards

Situational Factors:

A relationship-oriented leader will excel when:

The task is unstructuredThe degree of stress is lowRoles are unclear or flexibleThe group is smallTime constraints are loose

A task-oriented leader will excel when:

The task is structuredThe degree of stress is highRoles are clearly definedThe group is largeDeadlines must be met.

Situational Theory of Leadership

This theory was developed by Paul Hersey who states that there is no single “best” style of leadership

The most successful leaders are those who can adapt their leadership style to each individual or group they are working with.

Effective leadership will vary with the person or group that is being influenced, but it will also depend on the task or job that needs to be accomplished.

Situational Theory of Leadership

Leadership styles range from highly autocratic (directive) to

highly laissez-faire

The most effective leadership behaviour depends on the followers’ ability and motivation

AUTOCRATIC………………………….………………..DEMOCRATIC……………………………………………..LAISSEZ-FAIRE

Leader-Centred Follower-Centred

Leader permits group to function independently within set limits.

Leader defines limits and asks group to make decision.

Leader presents problem, welcomes suggestions, makes decision.

Leader makes tentative decision subject to input from group

Leader presents decision and invites feedback.

Leader makes decision and “sells” it.

Leader makes decision and announces it.

Task-oriented leader who makes all decisions

Directs the group by command or request

Effective when:

• the group needs complete direction, (members are novices and respect the leader’s superiority)

• the group is unable to work through a group decision-making process

• there is a crisis (well-suited to medical or military situations)

Autocratic (Directive) Leadership Style

Democratic (Participative) Leadership Style

Group members contribute to the overall organizational goals

Key attributes: Group goal setting = team management Open negotiation Delegation of control over own performance Sharing of the team’s successes and failures

Value placed on achieving consensus Leader retains right to make final decision

if disagreement persists

Laissez-Faire Leadership Style

Leader is informed but steps back from decision making and acts as a resource

Effective when the group has become competent and is functioning well

Leader does not abandon the group but instead retains responsibility for seeing that it continues to function

Benevolent Dictator Asks group members for advice, puts on a show of considering

their feelings and opinions, but then makes own administrative decisions

Initially viewed quite favourably

Eventually resentment sets in

Leaders with this style do not normally last long

Can Leadership Be Learned?

Can Leadership Be Learned?

Leadership can be learned through experience

It is a lifelong day-by-day learning process built on continued self-examination, introspection and self-searching honesty

People need to refine their strengths and improve their weaknesses

Although many leadership skills can be learned in the classroom, practical experience is necessary