14759837 Different Leadership Styles and the Effectiveness of These (1)

8/13/2019 14759837 Different Leadership Styles and the Effectiveness of These (1)

1/27

D erent ea ers pstyles and the

effectiveness of theseleadership approachPresented

By

Doctor Tahir Javed

04/29/09 [email protected]


2/27

A Leadership Story

A group of workers and theirleaders are set a taskof clearing a road through adense jungle on a remote island

to get to the coast where anestuary providesa perfect site for a port

The leaders organise the la!our

into efficient units and monitorthe distri!ution and use ofcapital assets " progress ise#cellent

The leaders continue to monitor04/29/09 [email protected] 2


3/27

A Leadership Story Then$ one day amidst all the hustle

and !ustle and activity$ one personclim!s up a near!y tree Theperson surveys the scene from thetop of the tree

And shouts down to the assembledgroup below

rong ay!"

#$tory adapted %rom $tephen &o'ey#2004( )he $e'en *abits o% *ighly+%%ecti'e ,eople" $imon - $chuster(.

%&anagement is doingthin ri ht l r hi i

04/29/09

[email protected]


4/27

Leadership Attri!utes

04/29/09 [email protected] 4

Leadership Attri!utes

(motional

Trust )onfidence

*espect )ommitment )haracter )ourage Passion

*ational

)ommunicator +eneral

,nowledge Technical

Skills (#ample *isk Taker

(thical

-onesty .ntegrity

(/uita!le &oral


5/27

Types of LeadershipStyle

Autocratic0

Leader makes decisions withoutreference to anyone else

-igh degree of dependency on theleader

)an create de1motivation and

alienationof staff

&ay !e valua!le in some types of!usiness where decisions need to

!e made /uickly and decisively04/29/09 [email protected]


6/27


Democratic0 (ncourages decision making

from different perspectives "

leadership may !e emphasisedthroughout the organisation

)onsultative0process ofconsultation !efore decisions are

taken Persuasive0Leader takes decision

and seeks to persuade others thatthe decision

is correct04/29/09 [email protected] 3


7/27


Democratic0

&ay help motivation andinvolvement

2orkers feel ownership of the firmand its ideas

.mproves the sharing of ideas

and e#periences within the!usiness

)an delay decision making

04/29/09 [email protected]


8/27


Laisse314aire0 5Let it !e6 " the leadership responsi!ilities

are shared !y all

)an !e very useful in !usinesseswhere creative ideas are important

)an !e highly motivational$as people have control over their working

life )an make coordination and decision

makingtime1consuming and lacking in overalldirection

*elies on good team work04/29/09 [email protected] 5


9/27

Types of Leadership Style

Paternalistic0

Leader acts as a 5father figure6

Paternalistic leader makesdecision !ut may consult

Believes in the need to support

staff



10/27

)hange Leadership

The most challenging aspect of!usiness is leading andmanaging change

The !usiness environment issu!ject to fast1paced economicand social change

&odern !usiness must adaptand !e fle#i!le to survive

Pro!lems in leading change stemmainly from human resource04/29/09 [email protected] 10


11/27

)hange Leadership

Leaders need to !e aware of howchange impacts on workers0

Series of self1esteem states

identified !y Adams et al andcited !y +arrett Adams6 7. *ayes6 7. and *opson6 .#eds( #193( )ransition8

understanding and managing change personal change ondon6:artin ;obertson


12/27

&hange eadership


3. Depression: as reality begins to dawn staff may feel alienated and angry, feelings of alack of control of events overtake people and they feel depressed as they try to reconcilewhat is happening with their own personal situation.

7. Internalisation: the change is understood and adopted within the individuals ownunderstanding they now know how to work with it and feel a renewed sense of confidenceand self esteem.

6. Search for meaning:Individuals begin to work with the change and see how they mightbe able to make the change work for them self esteem begins to rise.

5. Testing out: Individuals begin to interact with the change, they start to ask questions tosee how they might work with the change.

4. Acceptance/letting go: The lowest point in self-esteem finally sees people starting toaccept the inevitable. ear of the future is a feature of this stage.

2. inimisation: !s the change becomes clearer, people try to fit in the change with theirown personal position and may try to believe that it will not affect them.

!. Immo"ilisation as rumours of the change circulate, the individual feels some sense ofshock and possible disbelief so much so that they deem it worthy of doing nothing.


13/27

Theories of Leadership



14/27


Trait theories0 A Trait Approach789::189;:s


15/27


Trait theories0 Are such characteristics

inherently gender !iased=

Do such characteristicsproduce good leaders=

.s leadership more thanjust !ringing a!out change=

Does this imply that leaders are!orn not !red=



16/27

)riticism The search was not successful118::s of

studies lead to the conclusion that therewas no such set of personalcharacteristics that !y themselvesdistinguished leaders from non1leaders A

few traits such as a!ove averageintelligence$ responsi!ility$ selfconfidence$ and persistence wereassociated with leaders$ !ut they are notsufficient e#planations

Later studies of leadership characteristicsled to the conclusion that there were afew general traits that were associatedwith effective leadership such as self1

confidence$ stress tolerance$ emotional04/29/09 [email protected] 13


17/27


Behavioural0

.mply that leaders can !e trained "focus on the way of doing things

Structure !ased !ehaviouraltheories " focus on the leaderinstituting structures " task

orientated *elationship !ased !ehavioural

theories " focus on thedevelopment and maintenance of

relationships " process orientated04/29/09 [email protected] 1


18/27


19/27

)onclusions for )ontingencyTheory


.n high1control situations$ task1orientedleaders are more effective than relations1oriented leaders

.n moderate1control situations$ relations1

oriented leaders are more effective thantask1oriented leaders

.n low1control situations$ task1orientedleaders are more effective than relations1

oriented leaders Avoid situations where you are likely to

fail

&atch your leadership style with the

appropriate situation> seek situationswhere ou will likel succeed and know


20/27

Adoption of Theories ofLeadership

&ay depend on0 Type of staff

-istory of the !usiness

)ulture of the !usiness ?uality of the relationships

@ature of the changes needed

Accepted norms within theinstitution



21/27


Transformational0

2idespread changesto a !usiness or organisation

*e/uires0 Long term strategic planning

)lear o!jectives

)lear vision

Leading !y e#ample " walk the walk

(fficiency of systems and processes



22/27


.nvitational Leadership0 .mproving the atmosphere and message

sent out !y the organisation

4ocus on reducing negative messages

sent out through the everyday actions ofthe !usiness !oth e#ternally and$crucially$ internally

*eview internal processes to reduce

these Build relationships and sense of

!elonging and identity with theorganisation "that gets communicated to customers$

etc04/29/09 [email protected] 22


23/27


Transactional Theories0

4ocus on the managementof the organisation

4ocus on procedures and efficiency

4ocus on working to rulesand contracts

&anaging current issuesand pro!lems



24/27

4actors Affecting Style

Leadership style may !e dependenton various factors0 *isk 1 decision making and change initiatives

!ased on degree of risk involved

Type of !usiness " creative !usinessor supply driven=

-ow important change is "change for change6s sake=

rganisational culture " may !e long em!edded

and difficult to change @ature of the task " needing cooperation=

Direction= Structure=



25/27

)onclusion

%The most effective leaders make nodemands$ they just define andcommunicate the course$ provide

resources$ and get in front of theteam'

(ffectiveness

Leader effectiveness depends onthe appropriate matching ofleadership !ehavior with thesituation



26/27

8 (ffectiveness depends uponmatching leadership !ehavior style

with the maturity of the group in aspecific situation

*emem!er knowing and doing aredifferent things

C Leaders must develop fle#i!ility tochange style

&atching style and situation is not

the only leadership role> groupdevelopment is another importantrole$ that is$ moving the group toreadiness and responsi!ility is also

an leadership role04/29/09 [email protected] 23


27/27

Behavioural LeadershipApproach 7&ichigan

14759837 Different Leadership Styles and the Effectiveness of These (1)

Documents

Transcript of 14759837 Different Leadership Styles and the Effectiveness of These (1)