BOH4M - 2.4c - LN, Leadership Theories use this.pptx

Leadership Theories BOH4M Learning Goals and Success Criteria I am learning: ▪ the characteristics of effective leaders ▪ major theories of leadership ▪ to compare different leadership styles I know I am successful when I can: ▪ Create a presentation that analyzes a famous historical leader throug...

Leadership Theories BOH4M Learning Goals and Success Criteria I am learning: ▪ the characteristics of effective leaders ▪ major theories of leadership ▪ to compare different leadership styles I know I am successful when I can: ▪ Create a presentation that analyzes a famous historical leader through applying leadership theories and identifying their leadership style Three Theories 1. Blake & Mouton’s Grid 2. Hershey & Blanchard’s Situational Leadership 3. Leadership Moulds Blake & Mouton’s Grid FIGURE 13.3 MANAGERIAL STYLES IN BLAKE AND MOUTON’S LEADERSHIP GRID. Ass ig n me t hi n nt Management - Chapter 13 5 ➢Blake and Mouton Leadership Grid Team management. ▪ High task concern; high people concern. Authority-obedience management. ▪ High task concern; low people concern. Country club management. ▪ High people concern; low task concern. Impoverished management. ▪ Low task concern; low people concern. Middle of the road management. ▪ Non-committal for both task concern and people concern. Management - Chapter 13 6 FIGURE 13.3 MANAGERIAL STYLES IN BLAKE AND MOUTON’S LEADERSHIP GRID. Management - Chapter 13 7 Hershey Blanchard’s Situational Leadership STUDY QUESTION 3: WHAT ARE THE CONTINGENCY THEORIES LEADERSHIP? ➢Hersey-Blanchard situational leadership model. ▪Leaders adjust their styles depending on the readiness of their followers to perform in a given situation. ▪ Readiness — how able, willing and confident followers are in performing tasks. Management - Chapter 13 9 FIGURE 13.5 LEADERSHIP IMPLICATIONS OF THE HERSEYBLANCHARD SITUATIONAL LEADERSHIP MODEL. Management - Chapter 13 10 Delegating. Selling ▪ Low-task, low-relationship style. ▪ High-task, high-relationship style. ▪ Works best in high readinesssituations ▪ Work best in moderate- to highreadiness situations. Participating. ▪ Low-task, high-relationship style. ▪ Works best in low- to moderatereadiness situations. Telling. ▪ High-task, low-relationship style. ▪ Work best in low-readiness situations. Management - Chapter 13 11 Ass ign me t hi n nt Leadership Moulds Leadership Moulds ➢Superleaders ▪ Persons whose vision and strength of personality have an extraordinary impact on others. ➢Charismatic leaders ▪ Promote ideology based on morality, integrity, confidence, self-belief ▪ Inspire in followers trust, identification with themselves, and love/respect ➢Transactional leader ▪ Someone who directs the efforts of others through tasks, rewards, and structures ▪ Obtaining compliance from staff who need to be persuaded to do so ➢Transformational leader Ass ig n me t hi n nt Management - Chapter 13 13 STUDY QUESTION 4: WHAT IS TRANSFORMATIONAL LEADERSHIP? ➢Characteristics of transformational leaders: ▪ Vision. ▪ Charisma. ▪ Symbolism. ▪ Empowerment. ▪ Intellectual stimulation. ▪ Integrity. Management - Chapter 13 14 Some Current Issues Facing Leaders There are many many more issues facing leaders in the 21st century. As times progress, new challenged arise. When analyzing what issues might be facing current leaders, use your critical thinking and judgement. STUDY QUESTION 5: WHAT ARE CURRENT ISSUES IN LEADERSHIP DEVELOPMENT? ➢Emotional intelligence. ▪ The ability of people to manage themselves and their relationships effectively. ▪ Components of emotional intelligence: ▪ Self-awareness. ▪ Self-regulation. ▪ Motivation. ▪ Empathy. ▪ Social skill. Management - Chapter 13 16 STUDY QUESTION 5: WHAT ARE CURRENT ISSUES IN LEADERSHIP DEVELOPMENT? ➢Moral leadership. ▪ Ethical leadership adheres to moral standards meeting the test of “good” rather than “bad” and “right” rather than “wrong.” ▪ All leaders are expected to maintain high ethical standards. ▪ Long-term, sustainable success requires ethical behavior. ▪ Integrity involves the leader’s honesty, credibility, and consistency in putting values into action. Management - Chapter 13 17 STUDY QUESTION 5: WHAT ARE CURRENT ISSUES IN LEADERSHIP DEVELOPMENT? ➢Moral leadership (cont.). ▪ Leaders with integrity earn the trust of their followers. ▪ Leaders have a moral obligation to build performance capacities by awakening people’s potential. ▪ Authentic leadership activates performance through the positive psychological states of confidence, hope, optimism, and resilience. ▪ Authentic leadership helps in clearly framing and responding to moral dilemmas, and serving as ethical role models. Management - Chapter 13 18 STUDY QUESTION 5: WHAT ARE CURRENT ISSUES IN LEADERSHIP DEVELOPMENT? ➢Gender and leadership (cont.). ▪ Future leadership success will depend on a person’s capacity to lead through : ▪ Openness. ▪ Positive relationships. ▪ Support. ▪ Empowerment. ➢Both women and men can be effective leaders. Management - Chapter 13 19