Leadership Mrs. McMahon and Mr. Thornberg Fall 2006/Spring 2007.
-
Upload
horatio-walsh -
Category
Documents
-
view
222 -
download
1
Transcript of Leadership Mrs. McMahon and Mr. Thornberg Fall 2006/Spring 2007.
![Page 1: Leadership Mrs. McMahon and Mr. Thornberg Fall 2006/Spring 2007.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e605503460f94b5af3d/html5/thumbnails/1.jpg)
LeadershipLeadership
Mrs. McMahon and Mr. ThornbergMrs. McMahon and Mr. Thornberg
Fall 2006/Spring 2007Fall 2006/Spring 2007
![Page 2: Leadership Mrs. McMahon and Mr. Thornberg Fall 2006/Spring 2007.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e605503460f94b5af3d/html5/thumbnails/2.jpg)
Current Leadership TheoriesCurrent Leadership Theories
• Great Man Theory• Trait Theory• Behavioral Theories• Participative
Leadership
• Situational Leadership
• Contingency Theories
• Transactional Leadership
• Transformational Leadership
![Page 3: Leadership Mrs. McMahon and Mr. Thornberg Fall 2006/Spring 2007.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e605503460f94b5af3d/html5/thumbnails/3.jpg)
Great ManTheoryGreat ManTheory
• Assumptions:
• Leaders are born not made. Great Leaders will arise if there is a need
![Page 4: Leadership Mrs. McMahon and Mr. Thornberg Fall 2006/Spring 2007.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e605503460f94b5af3d/html5/thumbnails/4.jpg)
Great Man TheoryGreat Man Theory
• Description:
• Study of people who were already great leaders
• Aristocratic
• Leadership and breeding
• Mythic domain in times of need great men will arise – Churchill, Eisenhower, Jesus, Mohammed, Buddha
![Page 5: Leadership Mrs. McMahon and Mr. Thornberg Fall 2006/Spring 2007.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e605503460f94b5af3d/html5/thumbnails/5.jpg)
Great Man TheoryGreat Man Theory
• Discussion:
• Gender issues not on table
• Most researchers male
![Page 6: Leadership Mrs. McMahon and Mr. Thornberg Fall 2006/Spring 2007.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e605503460f94b5af3d/html5/thumbnails/6.jpg)
Trait TheoryTrait Theory
• Assumptions:
• People are born with inherited traits
• Some traits are particularly suited to leadership
• People who make good leaders have the right combination of traits
![Page 7: Leadership Mrs. McMahon and Mr. Thornberg Fall 2006/Spring 2007.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e605503460f94b5af3d/html5/thumbnails/7.jpg)
Trait TheoryTrait Theory
• Description:• Early research based on focus of the
day >inherited traits• Attention focused on finding those
traits, often by studying successful leaders
• If people could be found with these traits they, too, could become great leaders
![Page 8: Leadership Mrs. McMahon and Mr. Thornberg Fall 2006/Spring 2007.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e605503460f94b5af3d/html5/thumbnails/8.jpg)
Stogdill(1974) identified the Stogdill(1974) identified the following traits and skillsfollowing traits and skills
• Traits:• Adaptable to
situations• Alert to the social
environment• Ambitious and
achievement oriented
• Assertive• Cooperative
• Dominant• Energetic• Persistent• Self confident• Tolerant of stress• Willing to assume
responsibility
![Page 9: Leadership Mrs. McMahon and Mr. Thornberg Fall 2006/Spring 2007.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e605503460f94b5af3d/html5/thumbnails/9.jpg)
Traits – Stogdill (1974)Traits – Stogdill (1974)
• Skills:• Clever• Conceptually skilled• Creative• Diplomatic and
Tactful• Fluent in speaking• Knowledgeable
about group task
• Organized (administrative ability)
• Persuasive• Socially Skilled
![Page 10: Leadership Mrs. McMahon and Mr. Thornberg Fall 2006/Spring 2007.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e605503460f94b5af3d/html5/thumbnails/10.jpg)
Traits (con’t)Traits (con’t)
• McCall and Lombardo (1983) identified four primary traits by which leaders could succeed or ‘derail”
• Emotional Stability
• Admitting Error
• Good Interpersonal Skills
• Intellectual Breadth
![Page 11: Leadership Mrs. McMahon and Mr. Thornberg Fall 2006/Spring 2007.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e605503460f94b5af3d/html5/thumbnails/11.jpg)
Traits (con’t)Traits (con’t)
• Discussion:
• Many different studies and they agree only in the general saintly qualities
• Inherited traits were sidelined for a long time in favor of situational factors
• Twin studies have now shown us that far more is inherited – perhaps a leadership gene exists
![Page 12: Leadership Mrs. McMahon and Mr. Thornberg Fall 2006/Spring 2007.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e605503460f94b5af3d/html5/thumbnails/12.jpg)
Behavioral TheoryBehavioral Theory
• Assumptions:
• Leaders can be made rather than born
• Successful leadership is based in definable, learnable behavior
![Page 13: Leadership Mrs. McMahon and Mr. Thornberg Fall 2006/Spring 2007.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e605503460f94b5af3d/html5/thumbnails/13.jpg)
Behavior TheoryBehavior Theory
• Description:
• Behavior Theories do not seek inborn traits or capabilities, rather they look at what leaders actually do
• Leadership becomes teachable
![Page 14: Leadership Mrs. McMahon and Mr. Thornberg Fall 2006/Spring 2007.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e605503460f94b5af3d/html5/thumbnails/14.jpg)
Behavior Theory (con’t)Behavior Theory (con’t)
• Discussion:
• Opens the floodgates to leadership development rather than psychometric assessment
• With a large enough study, you can correlate statistically significant behaviors with success. You can also identify behaviors which lead to failure
![Page 15: Leadership Mrs. McMahon and Mr. Thornberg Fall 2006/Spring 2007.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e605503460f94b5af3d/html5/thumbnails/15.jpg)
Behavior Theory subset - Role Behavior Theory subset - Role TheoryTheory
• Assumptions:
• People define roles for themselves
• People form expectations about the roles
• People encourage others to act within the role expectations
![Page 16: Leadership Mrs. McMahon and Mr. Thornberg Fall 2006/Spring 2007.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e605503460f94b5af3d/html5/thumbnails/16.jpg)
Behavior subset - Role TheoryBehavior subset - Role Theory
• Description:
• We all have schemas about the role of leaders
• We send signals to leaders which influence leaders
• Role conflict can occurr when people have differing expectations of their leaders
![Page 17: Leadership Mrs. McMahon and Mr. Thornberg Fall 2006/Spring 2007.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e605503460f94b5af3d/html5/thumbnails/17.jpg)
Behavior Theory subset – Behavior Theory subset – Managerial GridManagerial Grid
• Description:• Defined by Blake and Merton in the early
1960s• Impoverished Management – lazy• Authority-Compliance – focus on task• Country Club Management – concern for
people low focus on task• Team Management – People commited to
task and leader committed to people
![Page 18: Leadership Mrs. McMahon and Mr. Thornberg Fall 2006/Spring 2007.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e605503460f94b5af3d/html5/thumbnails/18.jpg)
Management GridManagement Grid
Concern for People
Country Club Management
Team Management
Middle of the Road Management
Impoverished Management
Authority Compliance
Concern for Production
TASK
![Page 19: Leadership Mrs. McMahon and Mr. Thornberg Fall 2006/Spring 2007.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e605503460f94b5af3d/html5/thumbnails/19.jpg)
Behavior subset – Management Behavior subset – Management GridGrid
• Discussion:
• This is a well known grid that uses Task vs. Person preference that appear in the Michigan Leadership Studies and Ohio State Leadership Studies
![Page 20: Leadership Mrs. McMahon and Mr. Thornberg Fall 2006/Spring 2007.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e605503460f94b5af3d/html5/thumbnails/20.jpg)
Participative Leadership Participative Leadership
• Assumptions:
• Involve in decision making improves understanding of issues
• People are more committed to actions
• People are less competitive
• Social Commitment greater
• Several people deciding make better decisions than one
![Page 21: Leadership Mrs. McMahon and Mr. Thornberg Fall 2006/Spring 2007.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e605503460f94b5af3d/html5/thumbnails/21.jpg)
Participative (con’t)Participative (con’t)
Autocratic Leader
Leader
Proposes
Decision, listens to feed back, then decides
Team
Proposes decision,
Leader has final
decision
Joint
Decision
With
Team as
equals
Full
Delegation
Of the
Decision to
Team
![Page 22: Leadership Mrs. McMahon and Mr. Thornberg Fall 2006/Spring 2007.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e605503460f94b5af3d/html5/thumbnails/22.jpg)
Participative (con’t)Participative (con’t)
• Discussion:
• This can also be known as consultation, empowerment, joint decision making, democratic leadership, Management by objective, and power-sharing.
• Participative leadership can be a sham if leaders ignore opinions given to them
![Page 23: Leadership Mrs. McMahon and Mr. Thornberg Fall 2006/Spring 2007.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e605503460f94b5af3d/html5/thumbnails/23.jpg)
Participative subset – Lewin’s Participative subset – Lewin’s Leadership StylesLeadership Styles
• Description:• Kurt Lewin did leadership decision
experiments in 1939 and identified 3 different styles of leadership– Autocratic –The leader takes the decisions
without consulting others. This caused the most discontent
– Democratic – Most appreciated people are involved but can be problematic when there is a wide range of opinions
![Page 24: Leadership Mrs. McMahon and Mr. Thornberg Fall 2006/Spring 2007.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e605503460f94b5af3d/html5/thumbnails/24.jpg)
Lewin (con’t)Lewin (con’t)
• Laissez-Faire – Minimize leaders part. Works best when people are capable and motivated
![Page 25: Leadership Mrs. McMahon and Mr. Thornberg Fall 2006/Spring 2007.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e605503460f94b5af3d/html5/thumbnails/25.jpg)
Lewin (con’t)Lewin (con’t)
• Discussion:
• Lewin discovered the most effective style was Democratic. Excessive autocratic styles lead to revolution, Whilst under laissez-faire, people were not coherent in their work and did not put in the energy that they did when they were actively led
![Page 26: Leadership Mrs. McMahon and Mr. Thornberg Fall 2006/Spring 2007.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e605503460f94b5af3d/html5/thumbnails/26.jpg)
Situational LeadershipSituational Leadership
• Assumptions:
• The best action of the leader depends on a range of situational factors
![Page 27: Leadership Mrs. McMahon and Mr. Thornberg Fall 2006/Spring 2007.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e605503460f94b5af3d/html5/thumbnails/27.jpg)
Situational Leadership (con’t)Situational Leadership (con’t)
• Style:• The leader’s perception of the follower
and the situation will affect what they do rather than the truth of the situation
• Leaders here work on such factors as external relationships, acquisition of resources, managing demands on the group and managing the structures and culture of the group
![Page 28: Leadership Mrs. McMahon and Mr. Thornberg Fall 2006/Spring 2007.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e605503460f94b5af3d/html5/thumbnails/28.jpg)
Situational Leadership (con’t)Situational Leadership (con’t)
• Discussion:
• Tannenbaum and Schmidt (1958) identified 3 factors that lead to the leaders action– 1. forces in the situation– 2. forces in the follower– 3. forces in the leader
![Page 29: Leadership Mrs. McMahon and Mr. Thornberg Fall 2006/Spring 2007.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e605503460f94b5af3d/html5/thumbnails/29.jpg)
Contingency TheoryContingency Theory
• Assumptions:
• Leaders ability to lead is contingent upon various situational factors, including the leaders preferred style the capabilities and behaviors of the followers and also various situational factors
![Page 30: Leadership Mrs. McMahon and Mr. Thornberg Fall 2006/Spring 2007.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e605503460f94b5af3d/html5/thumbnails/30.jpg)
Contingency Theory (con’t)Contingency Theory (con’t)
• Description:
• Contingency theories are a class of behavior theory that contend there is no best way of leading and that leadership style that is effective in one situation may not be successful in others
![Page 31: Leadership Mrs. McMahon and Mr. Thornberg Fall 2006/Spring 2007.](https://reader036.fdocuments.in/reader036/viewer/2022062421/56649e605503460f94b5af3d/html5/thumbnails/31.jpg)
Contingency Theory (con’t)Contingency Theory (con’t)
• Discussion:
• Situational Theory tends to focus more on the behaviors a leader should adopt, whereas contingency theory takes a broader view that includes the contingent factors about leader capability and other variables in the situation.