trait and behavioral theories of leadership

8/13/2019 Trait and Behavioral Theories of Leadership

1/22

Trait and Behavioral

Theories of Leadership


2/22

A group of donkeys led by a lion

can defeat a group of l ions led bya donkey.


3/22

Leadership is the ability to get the best out of your teamin any given situation.

Leadership is unlocking peoples potential to becomebetter.

Leadership is the ability to influence a group toward theachievement of a vision or set of goals.


4/22

Leadership Styles

Autocratic:

Leader makes decisions without reference to anyone else

High degree of dependency on the leader

Can create de-motivation and alienation of staff

Communication tends to be one- way, that is, downward,

May be valuable in some types of business where decisions

need to be made quickly and decisively or when subordinates

are inefficient.


5/22

Leadership Styles

Democratic:

Also known as participative or employee oriented style

The essence of this style is consultation

The communication is two way

High satisfaction and decreased dependence on leader

Better decisions through shared information

Participation may be seen as a sign of inefficiency on the

part of the leader

Time consuming

Sometimes participation tantamount the passing the buck to

subordinates by the leader


6/22

Laissez-Faire: Letitbethe leadership responsibilities are shared by all

Can be very useful in businesses where creative ideas are

important Can be highly motivational, as people have control over their

working life

Can make coordination and decision making time-

consuming and lacking in overall direction Relies on good team work

Relies on good interpersonal relations

Leadership Styles


7/22

Trait Theories of Leadership

LEADERS ARE BORN, NOT MADE PHYSICAL CHARACTERISTICS

APPEARANCE, HEIGHT, AGE

PERSONALITYEXTROVERSION, PERSISTENCE, SELF-ASSURANCE, DECISIVENESS

INTELLIGENCEKNOWLEDGE, ABILITY, JUDGMENT

SOCIAL CHARACTERISTICSTACT, DIPLOMACY, SOCIABILITY, FLUENCY

THE BIG FIVE PERSONALI TY TRAITS* * * EXTROVERSION (AMBITION, ENERGY)

** CONSCIENTIOUSNESS

** OPENNESS TO EXPERIENCE

* EMOTIONAL STABILITY (SELF-CONFIDENCE)

AGREEABLENESS


8/22

Based on the latest findings, two conclusions can bedrawn

Traits can predict leadership

Traits do a better job at predicting the emergence of

leaders and the appearance of leadership than actually

distinguishing between effective and ineffective

leaders.


9/22

Skills Required for Leadership Effectiveness

Technical Skills Include knowledge about methods,processes, and equipment for conducting the specializedactivities of the managersorganizational unit

Conceptual Skills Involve good judgment, foresight,intuition, creativity, and the ability to find meaning andorder in ambiguous, uncertain event

Interpersonal Skills Include knowledge about humanbehavior and group processes, ability to understand thefeelings, attitudes, and motives of others, and ability tocommunicate clearly and persuasively.


10/22

Relative Importance of Skills at Different

Levels of Management

Conceptual Interpersonal Technical

anagement

Level

0 % 100%

Skill Levels Required

Higher and top

management

Middle

management

Supervisory

management


11/22

Behavioral Theories of Leadership

Theories proposing that specific behaviors

differentiate leaders from non-leaders. Trait theoriesare helpful in selecting right people in an organization

requiring leadership, but if behavioral determinants of

leadership could be found, we could train people to be

leaders.


12/22

Ohio State Studies

I ni tiating Structure: The extent to which a leader is likely to

define and structure his role and those of subordinates in the search

for goal attainment.

Consideration: The extent to which a leader is likely to have

job responsibilities characterized by mutual trust, respect for

subordinatesideas, and regard for their feelings.


13/22

University of Michigan Studies

Employee-Oriented Leader

Production-Oriented Leader

The M ichigan studies emphasized employee oriented

leadership over production oriented leadership whereas theOhio State studies suggested that both consideration and

ini tiating structure are important to effective leadership.


14/22

Specific Task Behaviors

Planning Work Activities

1. Identify necessary action steps

2. Identify the optimal sequence of action steps

3. Estimate the time needed to carry out eachaction step

4. Determine starting times and deadlines foreach action step

5. Estimate the cost of each action step6. Determine who will be accountable for each

action step

7. Develop procedures for monitoring progress


15/22


Clarifying Roles and Objectives

Defining Job Responsibilities Explain the important job responsibilities

Clarify the persons scope of authority

Explain how the job relates to the mission of the unit

Explain important policies, rules, and requirements

Assigning Work

Clearly explain the assignment

Explain the reasons for an assignment

Clarify priorities and deadlines

Check for comprehension Setting Performance Goals

Set goals for relevant aspects of performance

Set goals that are clear and specific

Set goals that are challenging but realistic

Set a target date for attainment of each goal


16/22


Monitoring Operations

1. Identify and measure key performance indicators

2. Monitor key process variables as well as outcomes

3. Measure progress against plans and budgets4. Observe operations directly when it is feasible

5. Encourage reporting of problems and mistakes

6. Conduct periodic progress review meetings


17/22

Specific Relations Behaviors

Supporting

Show acceptance and positive regard

Be polite and considerate, not arrogant and rude

Treat each subordinate as an individual

Remember important details about the personBe patient and helpful when giving instructions or explanations

Express confidence in person when there is a difficult task

Provide assistance with the work when it is needed

Be willing to help with the personal problems


18/22


DevelopingCoaching and Mentoring

Coaching Help the person analyze his or her performance by asking

questions or suggesting aspects to examine more closely

Provide constructive feedback about effective and ineffective

behaviors exhibited by the person Suggest specific things that could help to improve the persons

performance

Demonstrate a better way to do a complex task or procedure

Express confidence the person can learn a difficult task orprocedure

Provide opportunities to practice difficult procedures before theyare used in the work

Help the person learn how to solve a problem rather than just

providing the answer


19/22


DevelopingCoaching and Mentoring

Mentoring

Help the person identify relevant strengths and weaknesses

Help the person find ways to acquire necessary skills and

knowledge. Encourage attendance at relevant training courses

Provide opportunities to learn from experience

Provide helpful career advice

Promote the persons reputation

Serve as a role model (demonstrate appropriate behavior)


20/22


Recognizing

Recognize a variety of contributions and achievements

Actively search for contributions to recognize

Recognize specific contributions and achievements

Recognize improvements in performance

Recognize commendable efforts that failed

Provide recognition that is sincere

Provide recognition that is timely

Use a form of recognition appropriate for the person andsituation


21/22

The Managerial Grid( Blake and Mouton)


22/22

Country club management (1,9) occurs when primary

emphasis is given to people rather than to work outputs.Authority-compliance management (9,1) occurs whenefficiency in operations is the dominant orientation.

Middle-of-the-road management (5,5) reflects themoderate amount of concern for both people andproduction.

Improvised leadership (1,1) means the absence ofleadership philosophy.

Team management (9,9) often is considered the mosteffective style and is recommended because organizationmembers work together to accomplish tasks.

trait and behavioral theories of leadership

Documents