LEADERSHIP AND CHANGE - Gulf College Omangulfcollege.edu.om/moodlepdf/business/BSB10178-6/8-… ·...
Transcript of LEADERSHIP AND CHANGE - Gulf College Omangulfcollege.edu.om/moodlepdf/business/BSB10178-6/8-… ·...
“A leader takes people where they want to go. A great leader
takes people where they don’t necessarily
want to go, but ought to be.” -Rosalynn Carter
Leadership style is the approach for
providing the right way to the team
members, implementing planning
strategies and motivating people by
including all the three leadership
styles.
Effective leadership is not about
making speeches or being liked;
leadership is defined by results not
attributes.
Peter Drucker
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Great Man (Person) Approach
The Great Man theory is a 19th-century idea according to which history can be largely explained by the impact of "great men", or heroes; highly influential individuals who, due to either their personal charisma, intelligence, wisdom, or political skill utilized their power in a way that had a decisive historical impact.
Sought to identify the traits effective leaders possessed.
Leadership Trait Theory
Trait Theories emphasize upon the traits or qualities of leaders, which lead to their lead to their effectiveness.
Attempts to explain distinctive characteristics accounting for leadership effectiveness to identify a set of traits that all successful leaders possess.
Behavioral Leadership Theories
The Behavioural Theories sought to identify the specific behaviours of leaders that lead to their leadership success.
However, it appeared that Behavioural Theories
overlooked the situational factors and the environment in which behaviours are demonstrated that led to the transition to Contingency Theories and development of contingency models.
Contingency Leadership Theories
Contingency theories state that effectiveness of leadership is related to the interplay of a leader’s traits, behaviours and other situational factors.
Types of Contingency Leadership Theories
Fred Fiedler Contingency Model
Hersey-Blanchard Situational Model
Path- Goal Model
Vroom- Yetton Model
Types of Contingency Leadership Theories
Fred Fiedler Model assumes that performance of a group depends upon leadership style and favourableness of the situation. Some leadership styles work better in certain situations.
For example, task-oriented leaders appeared to perform better in very favourable and very unfavourable situations. In contrast, the relationship-oriented leaders tended to perform better in moderately favourable situations.
Types of Contingency Leadership Theories
Hersey-Blanchard Situational Model suggests that leadership style should be matched to the maturity of the subordinates. Depending on the subordinates’ level of maturity (from highly immature to highly mature), a leader may adopt any of these styles:
Telling (High Task-Low Relationship)
Selling (High Task-High Relationship)
Participating (Low Task-High Relationship)
Delegating (Low Task-Low Relationship)
Types of Contingency Leadership Theories
Path- Goal Model (by Robert House) suggest that a leader can affect the motivation and performance of a group by:
•Offering rewards for the achievement of performance goals
•Clarifying paths towards these goals
•Removing performance obstacles
The model identified four leadership behaviours (directive, supportive, participative and achievement-oriented) and assumed that the leaders could be flexible to adopt any style according to situations.
Types of Contingency Leadership Theories
Vroom- Yetton Model suggests that leadership style (autocratic, consultative, group) may be chosen by consideration of a number of situation variables in the form of questions forming a decision tree.
Charismatic Leadership Theory
A Charismatic leader commands authority not by the virtue of a formal position but by the virtue of charismatic personality. Envisioning, empathy and empowerment are the three core components of charismatic leadership. The Theory states that people would attribute heroic or extra-ordinary qualities to the Charismatic Leaders who had an idealized goal and a strong commitment.
Transactional Leadership Theory
This theory bases leadership on a system of rewards and punishments that are contingent upon the performance of the followers. Transactional leadership is often used in business and Transactional leaders are task and outcome-oriented.
Transformational Leadership
Transformational leaders are able to inspire followers with their vision and personality to change expectations, perceptions, and motivations for working towards common goals. Four components of Transformational Leadership are: Intellectual Stimulation Consideration for individuals Inspirational Motivation Idealized Influence