Leadership Theories PDF

LESSON 4: LEADERSHIP Leaders and Leadership Leader – Someone who can influence others and who has managerial authority Leadership – What leaders do; the process of influencing a group to achieve goals. Early Leadership Theories Trait Theories (1920s -1930s)...

LESSON 4: LEADERSHIP Leaders and Leadership Leader – Someone who can influence others and who has managerial authority Leadership – What leaders do; the process of influencing a group to achieve goals. Early Leadership Theories Trait Theories (1920s -1930s) Research focused on identifying personal characteristics that differentiated leaders from non-leaders was unsuccessful. Later research on the leadership process identified seven traits associated with effective leadership: Seven Traits Associated with Leadership 1. Drive 2. The desire to lead 3. Intelligence 4. Honesty and integrity 5. Self-confidence 6. Job-relevant knowledge 7. Extraversion Behavioral Theories Leadership theories that identify behaviors that differentiate effective leaders from ineffective leaders. Four main leader behavior studies: 1. University of Iowa Studies (Kurt Lewin) 2. Ohio State Studies 3. University of Michigan Studies 4. Managerial Grid University of Iowa Studies (Kurt Lewin) Identified three leadership styles: 1. Autocratic style: A leader who dictates work methods, makes unilateral decisions, and limits employee participation 2. Democratic style: A leader who involves employees in decision making, delegates authority, and uses feedback as an opportunity for coaching employees. 3. Laissez faire style: A leader who lets the group make decisions and complete the work in whatever way it sees fit. Research findings: mixed results No specific style was consistently better for producing better performance. Employees were more satisfied under a democratic leader than an autocratic leader. Ohio State Studies Identified two dimensions of leader behavior: 1. Initiating structure: The extent to which a leader defines his or her role and roles of group members in attaining goals. 2. Consideration: The extent to which a leader has work relationships characterized by mutual trust and respect for group members’ ideas and feelings. University of Michigan Studies Identified two dimensions of leader behavior: 1. Employee oriented: emphasizing interpersonal relationships and taking care of employees’ needs 2. Production oriented: emphasizing technical or task aspects of job Research findings: Leaders who are employee oriented are strongly associated with high group productivity and high job satisfaction. Managerial Grid A two-dimensional grid for appraising leadership styles. 1. Concern for people: measured leader’s concern for subordinates on a scale of 1 to 9 (low to high) 2. Concern for production: measured leader’s concern for getting job done on a scale 1 to 9 (low to high) Research findings: Leaders performed best with a 9.9 style (high concern for production and high concern for people) -team management Contingency Theories of Leadership Defining leadership style and the situation Attempts to answer the if-then contingencies (if this is the context or situation, then this is the best leadership style to use). Three Contingency Theories 1. The Fiedler Model Proposes that effective group performance depends upon the proper match between the leader’s style of interacting with followers and the degree to which the situation allows the leader to control and influence.  Assumptions: ○ A certain leadership style should be most effective in different types of situations. The keys were to: ○ Define those leadership styles and the different types of situations ○ Identify the appropriate combinations of style and situation Leaders do not readily change leadership styles. ○ Matching the leader to the situation or changing the situation to make it favorable to the leader is required. Situational factors in matching leader to the situation: Leader-member relations: ○ The degree of confidence, trust, and respect employees had for their leader; rated as either good or poor. Task structure: ○ The degree to which job assignments were formalized and structured; rated as high or low. Position power: ○ The degree of influence a leader had over activities such as hiring, firing, discipline, promotions and salary increases; rated as either strong or weak. 2. Paul Hersey and Ken Blanchard’s Situational Leadership Theory (SLT) A leadership contingency theory that focuses on followers’ ○ Acceptance: leadership effectiveness depends on whether followers accept or reject a leader. ○ Readiness: the extent to which followers have the ability and willingness to accomplish a specific task. Posits four stages follower readiness: R1: followers are unable and unwilling (to take responsibility for doing something). Followers are not competent and confident R2: followers are unable but willing (to do the necessary job tasks. Followers are not  motivated but lack the appropriate skills R3: followers are able but unwilling (to do what the leaders want). Followers are competent but don’t want to do something. R4: followers are able and willing (to do what is asked of them) 3. Path-Goal Model (Robert House) States that the leader’s job is to assist his or her followers in attaining their goals and to provide direction or support needed to ensure their goals are compatible with the goals of the group or organization. Leaders assume different leadership styles at different times depending on the situation: Directive leader: ○ The leader lets subordinates know what’s expected of them, schedules work to be done, and gives specific guidance on how to accomplish tasks. Supportive leader: ○ The leader shows concern for the need of followers and is friendly. Participative leader: ○ The leader consults with group members and uses their suggestions before making a decision Achievement oriented leader: ○ The leader sets challenging goals and expects followers to perform at their highest level. Contemporary Views of Leadership Transactional Leadership Leaders who lead primarily by using social exchanges (or transactions). Leaders who guide or motivate their followers to work toward established goals by exchanging rewards for their productivity. Transformational Leadership Leaders who stimulate and inspire (transform) followers to achieve extraordinary outcomes. Charismatic Leadership An enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways. Visionary Leadership A leader who creates and articulates a realistic, credible, and attractive vision of the future that improves upon the present situation. Vision is a long-term strategy for attaining a goal or goals. Developing Trust Credibility (of a Leader) The degree to which followers perceive someone as honesty, competence, and able to inspire. Trust The belief in the integrity, character, and ability of a leader Dimensions of Trust: Integrity - Honesty and truthfulness Competence – Technical and interpersonal knowledge and skills Consistency – Reliability, predictability, and good judgment in handling situations Loyalty – Willingness to protect a person, physically and emotionally Openness – Willingness to share ideas and information freely Trust Becoming an Effective Leader Leader Training Individuals with higher levels of motivation to lead are more receptive to leadership development opportunities Can teach: Implementation skills Trust-building Mentoring Situational analysis Leadership Issues in the 21st Century Where do leaders get their power – that is, their capacity to influence work actions or decisions? Managing Power Legitimate power ○ The power a leader has as a result of his or her position. Coercive power ○ The power a leader has to punish or control. Reward power ○ The power to give positive benefits or rewards. Expert power ○ The influence a leader can exert as a result of his or her expertise, skills, or knowledge. REFERENCES Main References: Robbins and Coulter. (2009). Management. 10th Edition. Pearson Education South Asia. PTE. Singapore