Leadership Theories and Models

• Chapter focuses on leadership theories and models

Early Leadership Theories

• Trait theory suggests leaders possess innate abilities or personality traits that must be enhanced through experience
• Leadership includes envisioning goals, affirming values, and serving as a symbol

Qualities and Traits of a Leader

• Intelligence: Judgment, knowledge & fluency of speech
• Personality: Adaptability, alertness, creativity, cooperativeness, integrity, self-confidence, emotional balance, independence
• Abilities: Enlisting cooperation, popularity, prestige, sociability, interpersonal skills, social participation, tact, & diplomacy
• Some people inherit extraordinary qualities, like tireless ambition, charisma, and persuasiveness
• Traits can be obtained through learning and experience, not just inherited

Leadership Traits

• Task-oriented behaviors include planning, scheduling, and coordinating activities
• Relationship-oriented behaviors include being friendly and considerate, showing trust, and expressing appreciation
• Participative leadership involves enlisting associates' participation in making decisions
• Common traits of great leadership include adaptability, assertiveness, motivating people, courage, creativity, decisiveness, responsibility, emotional stability, intelligence, need for achievement, people skills, perseverance, self-confidence, and task competence
• Trustworthiness is key
• Effective leaders understand their followers and genuinely care about helping them succeed

Great Man Theory

• Great leaders are born
• Great leaders are heroic, mythic, and destined to lead when needed
• Leadership was thought of primarily as a male quality
• Great leaders arise when there is a great need

Great Man Theory

• Argues that few people are born to be great leaders who are well rounded
• Theory suggests leadership cannot be developed
• Thomas Carlyle asserted that world history can be viewed as "the History of the Great Men who have worked here."
• Julius Caesar and Napoleon Bonaparte are examples of leaders

Ralph Stogdill (1974)

• Leaders are higher than non-leaders in intelligence, dominance, self-confidence, activity level, and knowledge of the task
• A person doesn't become an effective leader just because they hold certain traits
• A successful leader's characteristics must be relevant to the demands of the leadership situation and values and concerns of the followers

Traits and Skills of Leaders by Stogdill

• Traits include adaptability, alertness, ambition, assertiveness, cooperation, decisiveness, dependability, dominance, energy, persistence, self-confidence, tolerance of stress, and willingness to assume responsibility
• Skills include intelligence, conceptual and creative skills, diplomacy, speaking skills, group task organizational ability, and persuasiveness

Traits of a Leader: Reeves (2001)

• Emotionally stable, calm, admitting error, and having good interpersonal skills and intellectual breadth

Individual Character Theory

• Traits determine whether or not a person can be an effective leader
• Leaders have innate character

Behavioral Theories

• Concerned with what leaders do and act than who the leader is.
• Leadership is made

Kurt Lewin (1890-19470)

• The worker's behavior is influenced by interactions between personality
• Leadership styles include authoritarian, democratic and laissez-faire
• People act based on self-perceptions and their environments
• One must look at the totality of an individual's experience
• Lewin proposed that change undergoes unfreezing, actual change, and re-freezing

Chris Argyris (1923-2013)

• Study the way people in organizations act and react with each other
• Patterns of reasoning that explains one's behavior

Double Loop Learning

• These patterns can cause issues if people don't understand why they do and think the way they do
• Proper training can make people more aware of their mental models
• Ladder of inference and double loop learning

Ladder of Inference

• Individuals interpret data to make meaning
• The available data is then selected to process, interpret, and draw up conclusions
• The conclusions are subjective, and bias occurs based on one's experience
• Evaluates if actions are based on reality and facts

Double Loop Learning

• A process of detecting and correcting errors
• Focuses on solving complex problems
• Involves teaching people to think deeply about their assumptions and belief
• Involves identifying, understanding causality, and then taking action to fix the problem

Single Loop Learning

• Present when goals, values, frameworks, and strategies are taken for granted
• Making adjustments to correct problems where causality is not addressed
• Thermostat example

Rensis Likert (1903-1981)

• Developed the Likert Scales and the Linking Pin model

Likert Scale

• Measurement tool used to determine the level of agreement of a respondent to a set of questions that can be objective or subjective
• Typical five-level Likert item includes strongly disagree, disagree, neither agree nor disagree, agree, and strongly agree

Likert Scale Systems of Management

• Exploitative/authoritative: Leader has little trust
• Benevolent/authoritative: Leader has some trust workers in a condescending, paternalistic manner
• Consultative: Leader shows trust but retains decision-making power
• Participative: Leader trusts completely, seeks ideas and involves them in goal setting

Linking Pin Model

• Concept of desirable social interactions within work units, using the concept of "family"
• The model presents an organization as overlapping work units in which a member of one unit leads another
• Aims to competence

Robert R Blake and Jane Mouton

• Developed the Managerial Grid Model to conceptualize management and leadership style
• Based on focus on task and relationships

Five Managerial Grid Leadership Styles

• Impoverished Style (1,1): low concern for both people and production to avoid trouble This is a leader who is not as innovative as he is just going through the motions to keep his job.
• Country Club Style (1,9): high concern for people, low concern for production for increase performance
• Produce or Perish Style (Authoritarian) (9,1): high concern for production, a low concern for people through rules and punishments to achieve goals. Dictatorial and commonly applied in times of failure or crisis management
• Middle-of-the-Road Style (5,5): To balance between company goals and worker's needs, the leader uses this style
• Team Style (9,9): Leaders achieve high work through his dedicated members with both high concern for people and production.

Contingency Theory

• Different situations demand leadership
• Leader's ability to lead stems from member relation, task structure, and position power

Paul Hersey & Kenneth Blanchard

• Leaders change their style to follower development level
• Leaders should focus on different components based on followers level

S1: Directing/Telling Leaders

• Leader defined roles and task of followers, and supervises them closely. Largely a one way decision

S2: Coaching/Selling Leaders

• The leader defines roles,but seeks outside suggestions from the follower and there is two way communication.

S3: Supporting/Participating

• The leader passes day-today decisions, while control is left with the follower.

S4: Delegating Leaders

• Control is with the follower, and leadership is left to his decision

Fred Fiedler

• Leaders' personal characteristics and leadership style is stable

Fiedler Contingency Model

• Leader's personality, relationship with group
• Group assignment, positional power

Victor Vroom (1964)

• He measured desire to perform on the degree of behavior than of the need

Victor Vroom: Decision Making

• Selection of a leadership style will determine decision-making

Considerations for Decision Procedures

• Factors influencing decision-making include importance of decision quality and acceptance, relevant information possessed, likelihood of subordinate acceptance, and level of disagreement among subordinates.

Vroom's Rules for Decision Making

• A leader can choose to reach own and if needed tell there decision
• Consult some staff members individually
• Consult the staff as a group
• Facilitate a meeting

Robert House

Proposed the Path-Goal Theory of Leadership

Path Goal Theory

• Leaders have certain objectives and initiate their followers to attain their own objectives
• Proper expectations can lead to satisfactory results

JAY CONGER & KANUNGO (1998)

• charisma is more attributional phenomenon

Charismatic Theory

• Charm and grace is for followers

ROBERT HOUSE

• Leaders have belief and confidence

BERNARD BASS

• Sometimes can lead blind obeyence

Contemporary leadership style

• Transactional Leadership: motivate by means of process

Four behavioral transaction leadership

• 1.Contingent Award
• 2.management by exceptions
• 3. active management by exception
• 4. Laissez-faire Leadership: has a "hands-off”

Transformational Leadership

Is the most beneficial leadership

• Style: promotes
• Attends to inspire, intellects and model

ROBERT GREENLEAF

Emphasizes leadership roles

• Encourages those to stay focused while achieving results

Leadership

• Should listen before speaking
• Leaders listen,empathize,heal,are aware, persuade and more

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The organization has been made a better

• Devates itself
• Focused
• Coaches self expression

Emotional Intelligence

• Leadership in the work force demand emotional stability

Self avareness : recognition and value

• Self control
• Transparency
• Adaptation
• Achievement
• Initiative
• Optimism

Golemens

• Self management
• Empathy

Emotional

• Guiding and motivating
• Help others adapt to guide

Multiple intelligences

• Howard Gardner

The Gardner's Multiple Intelligences areas

• reading, writing and doing
• Math Logic solving problems
• Spatial Visualizing

Porter and Grady

• Is based on the past
• Quantum recognizing and continually moving to improve and create innovation