Description
This is a presentation explains on leadership theories.It covers all major leadership theories in detail.
A Leadership Story:
?
A group of workers and their leaders are set a task of clearing a road through a dense jungle on a remote island to get to the coast where an estuary provides a perfect site for a port. The leaders organise the labour into efficient units and monitor the distribution and use of capital assets – progress is excellent. The leaders continue to monitor and evaluate progress, making adjustments along the way to ensure the progress is maintained and efficiency increased wherever possible. Then, one day amidst all the hustle and bustle and activity, one person climbs up a nearby tree. The person surveys the scene from the top of the tree.
?
?
A Leadership Story:
?
And shouts down to the assembled group below… “Wrong Way!”
?
(Story adapted from Stephen Covey (2004) “The Seven Habits of Highly Effective People” Simon & Schuster). “Management is doing things right, leadership is doing the right things” (Warren Bennis and Peter Drucker)
?
Leadership
?
The ability to influence a group toward the achievement of goals “Management is doing things right, leadership is doing the right things” (Warren Bennis and Peter Drucker)
?
What is Leadership?
Leadership – the process through which leaders exert such influence on other group members. Leader – a person who can influence others to be more effective in working to achieve their mutual goals and maintain effective working relationships among members. Leadership skills – sum total of your ability to help the group achieve its goals and maintain an effective working relationship among members.
Traits of the Excellent Leader
Excellent leaders have:
? ? ? ? ? ? ?
A vision and purpose. Clear goals. Strong commitment. Flexibility. An understanding of change. Active listening skills. Confidence to take risks.
Traits of the Excellent Leader
Excellent leaders are:
? ? ? ? ? ?
Knowledgeable about the total organization. Able to learn from mistakes. Excellent communicators/listeners. Able to speak clearly and effectively. Resourceful. Realistic.
Leadership Trait Theory
Assumes that there are distinctive physical and psychological characteristics accounting for leadership effectiveness. Ghiselli’s six significant leadership traits: ? Supervisory ability (Getting the job done through others). ? Need for occupational achievement (Seeking responsibility). ? Intelligence (Good judgment, reasoning, thinking capacity). ? Decisiveness (Solve problems and make decision). ? Self-assurance (Copes with problems, self-confidence). ? Initiative (Self-starting).
Behavioral Leadership Theories
Assume that there are distinctive styles that effective leaders use consistently, or, that good leadership is rooted in behavior.
?
Basic leadership styles
? ? ?
Autocratic (Theory X) Democratic (Theory Y) Laissez-faire (free-rein)
Leadership BehavioralTheory: Lewin Studies
Autocratic Style - the leader uses strong, directive, controlling actions to enforce the rules, regulations, activities, & relationships; followers have little discretionary influence Democratic Style - the leader takes collaborative, reciprocal, interactive actions with followers; followers have high degree of discretionary influence Laissez-Faire Style - the leader fails to accept the responsibilities of the position; creates chaos in the work environment
Ohio State/U. of Michigan Model
Consideration (employee centered) High High consideration High structure (employee centered) (job centered) and and Low structure High consideration (job centered) (employee centered)
Low considerationHigh structure (employee centered) (job centered) and and Low structure Low consideration (job centered) (employee centered) Low Initiating structure (job centered) High
32 41
Low
The Leadership Grid
The Managerial Grid: Blake and Mouton’s model identifying the ideal leadership style as having a high concern for both production and people.
?
Five major styles (out of 81 possible)
? ? ? ? ?
The The The The The
impoverished manager (1,1) sweatshop manager (9,1) country club manager (1,9) organized person manager (5,5) team manager (9,9)
The Leadership Grid
High 9 Concern for people
1,9
9,9
5,5
Low 1 1,1
9,1
Low 1 9 High Concern for production
Leadership Grid Definitions
?
Leadership Grid – an approach to understanding a leader’s or manager’s concern for results (production) and concern for people. “Organization Man” (5,5) – A middle-of-the-road leader. Authority Compliance Manager (9,1) – a leader who emphasizes efficient production. Country Club Manager (9,1) – a leader who creates a happy, comfortable work environment.
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?
?
Leadership Grid Definitions
?
Team Manager (9,9) – a leader who builds a highly productive team of committed people. Impoverished Manager (1,1) – A leader who exerts just enough effort to get by. Paternalistic “father knows best” Manager (9+9) – a leader who promises reward and threatens punishment. Opportunistic “what’s in it for me” Manager (Opp) – a leader whose style aims to maximize self-benefit.
?
?
?
Leadership Grid
High 9 8
Opportunistic management
1,9 Country club management
Concern for People
7 6 5 4 3 2 1 Low
9,9 Team management Paternalism / Maternalis m 5,5 9+9 manageme nt Organization man management Authorityobedience management 9,1
4 5 6 7 8 9 High
Impoverished management 1,1
1 2 3
SOURCE: The Leadership Grid® figure, Paternalism Figure and Opportunism from Leadership Dilemmas - Grid Solutions, by Robert R. Blake and Anne Adams McCanse. (Formerly the Manageerial Grid by Robert R. Blake and Jane S. Mouton). Houston: Gulf Publishing Company, (Grid Figure: p. 29, Paternalism Figure: p. 30, Opportunism Figure: p. 31). Copyright© 1991 by Blake and Mouton, and Scientific Methods, Inc. Reproduced by permission of the owners.
Concern for production
Fiedler’s Contingency Theory
Fiedler’s Contingency Theory - classifies the favorableness of the leader’s situation
?
Least Preferred Coworker (LPC) - the person a leader has least preferred to work with over his or her career. Task Structure - degree of clarity, or ambiguity, in the group’s work activities. Position Power - authority associated with the leader’s formal position in the organization. Leader-Member Relations – quality of interpersonal relationships among a leader and group members
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? ?
?
Contingency Leadership Model
Question 1 Are leadermember relations good or poor? Question 2 Is the task structured or unstructured? Structured Good Question 3 Is position power strong or weak? Stro ng Wea k Stro ng Wea k Stro ng Wea k Stro ng Wea k Situa tion 1 2 3 4 Relationship 5 Relationship 6 Relationship 7 Either Appropriate Style
Task Task Task
Sta rt
Poor
Unstructure d Structured
End
Unstructure d
Hersey-Blanchard Situational Leadership Model
Leader’s concern with task
Low High
SOURCE: Adapted from P. Hersey and K. H. Blanchard, Management of Organizational Behavior: Utilizing Human Resources, 3rd ed. (Upper Saddle River, N.J.: Prentice-Hall, 1977),170.
High Leader’s concern with relationship Low
Mature Employees
Willing/Able Unwilling/able Willing/unable Unwilling/unable
4
3
2
1
Immature Employees
Developments in Leadership Theory
Transformational Leadership As a transactional leader, I use formal rewards & punishments.
As a transformational leader, I inspire and excite followers to high levels of performance.
Transformational Leadership
Transformational leadership: focuses on the behaviors of successful top-level managers.
?
Three acts: ? Recognizing the need for revitalization. ? Creating a new vision. ? Instituting a change. Transformational leadership styles: ? Charismatic Leadership ? Transactional Leadership
?
Charismatic Leadership
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Charismatic Leadership - the use, by a leader, of personal abilities & talents in order to have profound & extraordinary effects on followers Charisma - means “gift” in Greek Charismatic leaders use referent power Potential for high achievement & performance Potential for destructive & harmful courses of action
? ? ? ?
Five Types of Followers
Independent, critical thinking
Alienated followers
Passive
Effective followers
Survivors
Active
Sheep
SOURCE: Reprinted by permission of Harvard Business Review. From “In Praise of Followers,” by R. E. Kelley, Vol. 66 1988, p. 145. Copyright © 1988 by Harvard Business School Publishing Corporation.
Yes people
Dependent, uncritical thinking
Guidelines for Leadership
?
?
?
?
?
Unique attributes, predispositions, & talents of each leader should be appreciated Organizations should select leaders who challenge but not destroy the organizational culture Leader behaviors should demonstrate a concern for people; it enhances follower well-being Different leadership situations call for different leadership talents & behaviors Good leaders are likely to be good followers
Leadership
“Good leaders don’t ask more than their
constituents can give, but they often ask–and get–more than their constituents intended to give or thought it was possible to give.” John W. Gardner, Excellence, 1984
Emerging Issues in Leadership
Emotional Intelligence Trust Leading Virtual Teams Women Leaders
doc_244076217.ppt
This is a presentation explains on leadership theories.It covers all major leadership theories in detail.
A Leadership Story:
?
A group of workers and their leaders are set a task of clearing a road through a dense jungle on a remote island to get to the coast where an estuary provides a perfect site for a port. The leaders organise the labour into efficient units and monitor the distribution and use of capital assets – progress is excellent. The leaders continue to monitor and evaluate progress, making adjustments along the way to ensure the progress is maintained and efficiency increased wherever possible. Then, one day amidst all the hustle and bustle and activity, one person climbs up a nearby tree. The person surveys the scene from the top of the tree.
?
?
A Leadership Story:
?
And shouts down to the assembled group below… “Wrong Way!”
?
(Story adapted from Stephen Covey (2004) “The Seven Habits of Highly Effective People” Simon & Schuster). “Management is doing things right, leadership is doing the right things” (Warren Bennis and Peter Drucker)
?
Leadership
?
The ability to influence a group toward the achievement of goals “Management is doing things right, leadership is doing the right things” (Warren Bennis and Peter Drucker)
?
What is Leadership?
Leadership – the process through which leaders exert such influence on other group members. Leader – a person who can influence others to be more effective in working to achieve their mutual goals and maintain effective working relationships among members. Leadership skills – sum total of your ability to help the group achieve its goals and maintain an effective working relationship among members.
Traits of the Excellent Leader
Excellent leaders have:
? ? ? ? ? ? ?
A vision and purpose. Clear goals. Strong commitment. Flexibility. An understanding of change. Active listening skills. Confidence to take risks.
Traits of the Excellent Leader
Excellent leaders are:
? ? ? ? ? ?
Knowledgeable about the total organization. Able to learn from mistakes. Excellent communicators/listeners. Able to speak clearly and effectively. Resourceful. Realistic.
Leadership Trait Theory
Assumes that there are distinctive physical and psychological characteristics accounting for leadership effectiveness. Ghiselli’s six significant leadership traits: ? Supervisory ability (Getting the job done through others). ? Need for occupational achievement (Seeking responsibility). ? Intelligence (Good judgment, reasoning, thinking capacity). ? Decisiveness (Solve problems and make decision). ? Self-assurance (Copes with problems, self-confidence). ? Initiative (Self-starting).
Behavioral Leadership Theories
Assume that there are distinctive styles that effective leaders use consistently, or, that good leadership is rooted in behavior.
?
Basic leadership styles
? ? ?
Autocratic (Theory X) Democratic (Theory Y) Laissez-faire (free-rein)
Leadership BehavioralTheory: Lewin Studies
Autocratic Style - the leader uses strong, directive, controlling actions to enforce the rules, regulations, activities, & relationships; followers have little discretionary influence Democratic Style - the leader takes collaborative, reciprocal, interactive actions with followers; followers have high degree of discretionary influence Laissez-Faire Style - the leader fails to accept the responsibilities of the position; creates chaos in the work environment
Ohio State/U. of Michigan Model
Consideration (employee centered) High High consideration High structure (employee centered) (job centered) and and Low structure High consideration (job centered) (employee centered)
Low considerationHigh structure (employee centered) (job centered) and and Low structure Low consideration (job centered) (employee centered) Low Initiating structure (job centered) High
32 41
Low
The Leadership Grid
The Managerial Grid: Blake and Mouton’s model identifying the ideal leadership style as having a high concern for both production and people.
?
Five major styles (out of 81 possible)
? ? ? ? ?
The The The The The
impoverished manager (1,1) sweatshop manager (9,1) country club manager (1,9) organized person manager (5,5) team manager (9,9)
The Leadership Grid
High 9 Concern for people
1,9
9,9
5,5
Low 1 1,1
9,1
Low 1 9 High Concern for production
Leadership Grid Definitions
?
Leadership Grid – an approach to understanding a leader’s or manager’s concern for results (production) and concern for people. “Organization Man” (5,5) – A middle-of-the-road leader. Authority Compliance Manager (9,1) – a leader who emphasizes efficient production. Country Club Manager (9,1) – a leader who creates a happy, comfortable work environment.
?
?
?
Leadership Grid Definitions
?
Team Manager (9,9) – a leader who builds a highly productive team of committed people. Impoverished Manager (1,1) – A leader who exerts just enough effort to get by. Paternalistic “father knows best” Manager (9+9) – a leader who promises reward and threatens punishment. Opportunistic “what’s in it for me” Manager (Opp) – a leader whose style aims to maximize self-benefit.
?
?
?
Leadership Grid
High 9 8
Opportunistic management
1,9 Country club management
Concern for People
7 6 5 4 3 2 1 Low
9,9 Team management Paternalism / Maternalis m 5,5 9+9 manageme nt Organization man management Authorityobedience management 9,1
4 5 6 7 8 9 High
Impoverished management 1,1
1 2 3
SOURCE: The Leadership Grid® figure, Paternalism Figure and Opportunism from Leadership Dilemmas - Grid Solutions, by Robert R. Blake and Anne Adams McCanse. (Formerly the Manageerial Grid by Robert R. Blake and Jane S. Mouton). Houston: Gulf Publishing Company, (Grid Figure: p. 29, Paternalism Figure: p. 30, Opportunism Figure: p. 31). Copyright© 1991 by Blake and Mouton, and Scientific Methods, Inc. Reproduced by permission of the owners.
Concern for production
Fiedler’s Contingency Theory
Fiedler’s Contingency Theory - classifies the favorableness of the leader’s situation
?
Least Preferred Coworker (LPC) - the person a leader has least preferred to work with over his or her career. Task Structure - degree of clarity, or ambiguity, in the group’s work activities. Position Power - authority associated with the leader’s formal position in the organization. Leader-Member Relations – quality of interpersonal relationships among a leader and group members
?
? ?
?
Contingency Leadership Model
Question 1 Are leadermember relations good or poor? Question 2 Is the task structured or unstructured? Structured Good Question 3 Is position power strong or weak? Stro ng Wea k Stro ng Wea k Stro ng Wea k Stro ng Wea k Situa tion 1 2 3 4 Relationship 5 Relationship 6 Relationship 7 Either Appropriate Style
Task Task Task
Sta rt
Poor
Unstructure d Structured
End
Unstructure d
Hersey-Blanchard Situational Leadership Model
Leader’s concern with task
Low High
SOURCE: Adapted from P. Hersey and K. H. Blanchard, Management of Organizational Behavior: Utilizing Human Resources, 3rd ed. (Upper Saddle River, N.J.: Prentice-Hall, 1977),170.
High Leader’s concern with relationship Low
Mature Employees
Willing/Able Unwilling/able Willing/unable Unwilling/unable
4
3
2
1
Immature Employees
Developments in Leadership Theory
Transformational Leadership As a transactional leader, I use formal rewards & punishments.
As a transformational leader, I inspire and excite followers to high levels of performance.
Transformational Leadership
Transformational leadership: focuses on the behaviors of successful top-level managers.
?
Three acts: ? Recognizing the need for revitalization. ? Creating a new vision. ? Instituting a change. Transformational leadership styles: ? Charismatic Leadership ? Transactional Leadership
?
Charismatic Leadership
?
Charismatic Leadership - the use, by a leader, of personal abilities & talents in order to have profound & extraordinary effects on followers Charisma - means “gift” in Greek Charismatic leaders use referent power Potential for high achievement & performance Potential for destructive & harmful courses of action
? ? ? ?
Five Types of Followers
Independent, critical thinking
Alienated followers
Passive
Effective followers
Survivors
Active
Sheep
SOURCE: Reprinted by permission of Harvard Business Review. From “In Praise of Followers,” by R. E. Kelley, Vol. 66 1988, p. 145. Copyright © 1988 by Harvard Business School Publishing Corporation.
Yes people
Dependent, uncritical thinking
Guidelines for Leadership
?
?
?
?
?
Unique attributes, predispositions, & talents of each leader should be appreciated Organizations should select leaders who challenge but not destroy the organizational culture Leader behaviors should demonstrate a concern for people; it enhances follower well-being Different leadership situations call for different leadership talents & behaviors Good leaders are likely to be good followers
Leadership
“Good leaders don’t ask more than their
constituents can give, but they often ask–and get–more than their constituents intended to give or thought it was possible to give.” John W. Gardner, Excellence, 1984
Emerging Issues in Leadership
Emotional Intelligence Trust Leading Virtual Teams Women Leaders
doc_244076217.ppt