Leadership Theory

1. Leadership Theory

2. Overview • Managers versus leaders • Trait theories of leadership • Behavioral theories of leadership • Contingency theories of leadership • Emerging approaches to leadership Chapter 10 Lesson 1

3. Nelson Mandela Quick Write Think of someone you have known who showed remarkable leadership. Describe what impressed you about him or her as a leader. Chapter 10 Lesson 1 Taken from Wikipedia.com

4. Managers versus Leaders • Managers are people who are appointed to positions of authority • Leaders may be appointed or they may simply emerge from a group • Leaders are people with managerial authority who are able to influence others Chapter 10 Lesson 1

5. Trait Theories of Leadership Trait theories of leadership are theories that seek to identify traits that set leaders apart from nonleaders Chapter 10 Lesson 1 Courtesy of BrandXPictures Images

6. Six Traits of Leaders • Drive • Desire to Lead • Honesty and Integrity • Self Confidence • Intelligence • Job-Related Knowledge Chapter 10 Lesson 1 Courtesy of Comstock Images

7. Behavioral Theories of Leadership Behavioral theories of leadership are theories that identify behaviors, or actions, that set effective leaders apart from ineffective ones Chapter 10 Lesson 1 Courtesy of Goodshoot Images

8. Identifiable LeadershipBehaviors Autocratic Style – centralizes authority, makes decisions alone, and limits employee participation Democratic Style – involves employees in decisions, delegates authority, and uses feedback to coach employees Laissez-Faire Style – gives employees complete freedom to make decisions and decide on work methods Chapter 10 Lesson 1

9. The Ohio State Studies Initiating Structure – the leader’s focus on the task to be done Consideration – the leader’s focus on employees and relationships Chapter 10 Lesson 1 Courtesy of Goodshoot Images

10. University of Michigan Studies Employee oriented – aleader who emphasizes interpersonal relations Production oriented – a leader who is concerned mainly with accomplishing tasks Chapter 10 Lesson 1 Courtesy of Clipart.com

11. (1.9) Country Club Management Thoughtful attention to needs of people for satisfying relationship leads to a comfortable, friendly organization atmosphere and work tempo (9.9) Team Management Work accomplished is from committed people interdependence through a “common stake” in organization purpose leads to relationships of trust and respect (5.5) Middle of the Road Management Adequate organization performance is possible through balancing the necessarily to get out work with maintaining morale of people at a satisfactory level Concern for people (9.1) Team Management Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree (1.1) Impoverished Management Exertion of minimum effort to get required work done is appropriate to sustain organization membership Concern for Production Managerial Grid Adapted from Fundamentals of Management, 5th Ed.By Robbins/DeCenzo, p. 359Pearson Prentice Hall, 2005 Chapter 10 Lesson 1

12. Optional ExerciseLeadership Style Questionnaire Complete the Leadership Style Questionnaire Taken from Fundamentals of Management, 5th Ed.By Robbins/DeCenzo, p. 360Pearson Prentice Hall, 2005 Chapter 10 Lesson 1

13. Questionnaire Analysis This leadership instrument taps the degree to which you are task or people oriented. Task orientation is concerned with getting the job done, whereas people orientation focuses on group interactions and the needs of individual members. Chapter 10 Lesson 1

14. Scoring Key • Circle the item number for items 8, 12, 17, 18, 19, 20, 34, and 35. • Write the number 1 in front of a circled item number if you responded S or N to that item. • Also write a number 1 in front of item numbers not circled if you responded A or F to that item. Chapter 10 Lesson 1

15. Scoring Key • Circle the number 1’s that you have written in front of the following items: 3, 5, 8, 10, 15, 18, 19, 22, 24, 26, 28, 30, 32, 34, and 35. • Count the circled number 1’s. This is your score for concern for people. • Count the uncircled number 1’s. This is your score for concern for task. Chapter 10 Lesson 1

16. Questionnaire Analysis Task orientation High is a score above 10 Low is below 10 People orientation High is a score above 7 Low is below 7 Chapter 10 Lesson 1

17. Contingency Theories of Leadership The Fiedlercontingency leadership model statesthat effective group performance depends on a good match between how the leader interacts with employees and the control and influence the leader enjoys in a given situation Chapter 10 Lesson 1 Courtesy of Clipart.com

18. Path-Goal Theory The path-goal-theory states that it is a leader’s job to help followers reach their goals and to provide direction and support Chapter 10 Lesson 1 Courtesy of Pixland Images

19. Four Modes of Leadership • The directive leader lets employees know what he or she expects of them, schedules the work, and gives specific guidance • The supportive leader is friendly and shows concern for employee needs • The participative leader consults with employees before making decisions • The achievement-oriented leader sets high goals and expects employees to meet them Chapter 10 Lesson 1

20. Environmental contingency factors • Task Structure • Formal authority system • Work group • Outcomes • Performance • Satisfaction • Leader Behavior • Directive • Supportive • Participative • Achievement oriented • Employee contingency factors • Locus of control • Experience • Perceived ability Two Sets of VariablesInfluencing Leaders • Environmental Factors & Employee Factors Adapted from Fundamentals of Management, 5th Ed.By Robbins/DeCenzo, p. 364 Pearson Prentice Hall, 2005 Chapter 10 Lesson 1

21. Leader-Participation Model Adapted from Fundamentals of Management, 5th Ed.By Robbins/DeCenzo, p. 366Pearson Prentice Hall, 2005 Chapter 10 Lesson 1

22. Situational Leadership Situational Leadership is a leadership model that reflects how leaders should adjust their style to the readiness of followers Readiness is the Situational Leadership model term for a follower’s ability and willingness to perform Chapter 10 Lesson 1

23. Optional ExerciseLeadership Situations Review the four modes of leadership • Directive – explains expectations and gives guidance • Supportive – friendly and shows concern for people • Participative – consults with team on decisions • Achievement-oriented – sets high goals and standards Chapter 10 Lesson 1

24. Optional ExerciseLeadership Situations Review thegoal-path-theory A leader’s job is to help followers reach their goals and to provide direction and support Chapter 10 Lesson 1

25. Optional ExerciseLeadership Situations What mode of leadership do you think is best for a student council president to use? What mode of leadership do you think is best for a sports team captain to use? A coach? What mode of leadership do you think is best for a science teacher to use? A history teacher? What mode of leadership do you think is best for a principal to use? Chapter 10 Lesson 1

26. Emerging Approaches Charismatic leadership theory is the theory that followers ascribe heroic or extraordinary abilities to leaders who exhibit certain behaviors Chapter 10 Lesson 1 Courtesy of Library of Congress Wikipedia.com

27. Key Traits of the Charismatic Leader • Extremely High Confidence • Dominance • Strong Convictions Chapter 10 Lesson 1 Courtesy of Clipart.com

28. Key Traits of 90 TopLeaders Identified by Bennis • Compelling Vision or Sense of Purpose • Communicated Vision in Clear Terms Their Followers Understood • Consistency and Focus in the Pursuit of Their Vision • Knowledge of Their Own Strengths and an Ability to Capitalize on Them Chapter 10 Lesson 1

29. Four Step Process of a Charismatic Leader • States an appealing vision that provides a sense of community for followers by linking the present with a better future • Communicates high expectations and expresses confidence in followers ability • Conveys, in word and deed, a new set of values, and becomes an example to imitate • Demonstrates behavior that reveals courageous commitment to vision Chapter 10 Lesson 1

30. Characteristics of a Visionary Leader Visionary leadership is the ability to create and articulate a realistic, credible, attractive vision of the future that grows out of and improves upon the present Chapter 10 Lesson 1 Courtesy of Comstock Images

31. Characteristics of a Vision • Has clear and compelling imagery that offers an innovative way to improve • Recognizes and draws on tradition • Connects to actions people can take to realize change • Taps people’s emotions, energy, and enthusiasm Chapter 10 Lesson 1

32. Transactional Leaders Transactional leaders are leaders who guide or motivate their followers toward established goals by clarifying roles and task requirements Chapter 10 Lesson 1 Courtesy of Comstock Images

33. Transformational Leaders Transformational leaders, on the other hand, are leaders who inspire followers to transcend their own self-interests for the good of the organization and can have a profound effect on followers Chapter 10 Lesson 1

34. Review • Leaders are people with managerial authority who are able to influence others • Trait theories of leadership are theories that seek to identify traits that set leaders apart from nonleaders • Behavioral theories of leadership are theories that identify behaviors, or actions, that set effective leaders apart from ineffective ones Chapter 10 Lesson 1

35. Review • The autocratic style of leadership refers to the style of a leader who centralizes authority, makes decisions alone, and limits employee participation • The democratic style of leadership refers to the style of a leader who involves employees in decisions, delegates authority, and uses feedback to coach employees • The laissez-faire style of leadership refers to the style of a leader who gives employees complete freedom to make decisions and decide on work methods Chapter 10 Lesson 1

36. Review • Researchers identify two leadership dimensions: employee oriented and production oriented, which are sometimes called concern for people and concern for task • The contingency leadership model is the theory that effective group performance depends on a good match between how the leader interacts with employees and the control and influence the leader enjoys in a given situation Chapter 10 Lesson 1

37. Review • The path-goal-theory states that it is a leader’s job to help followers reach their goals and to provide direction and support • The four important modes in which leaders operate are the directive, supportive, participative, and achievement-oriented modes • The leader-participation model is a leadership theory that helps leaders decide how much voice to grant employees in decision making Chapter 10 Lesson 1

38. Review • Situational Leadership is a leadership model that reflects how leaders should adjust their style to the readiness of followers • Readiness is the Situational Leadership model term for a follower’s ability and willingness to perform Chapter 10 Lesson 1

39. Review • Charismatic leadership theory is the theory that followers ascribe heroic or extraordinary abilities to leaders who exhibit certain behaviors • Visionary leadership is the ability to create and articulate a realistic, credible, attractive vision of the future that grows out of and improves upon the present Chapter 10 Lesson 1

40. Review • Transactional leaders are leaders who guide or motivate their followers toward established goals by clarifying roles and task requirements • Transformational leaders are leaders who inspire followers to transcend their own self-interests for the good of the organization and can have a profound effect on followers Chapter 10 Lesson 1

41. Summary • Managers versus leaders • Trait theories of leadership • Behavioral theories of leadership • Contingency theories of leadership • Emerging approaches to leadership Chapter 10 Lesson 1

42. What’s Next… Leadership Issues Chapter 10 Lesson 1 Courtesy of CreatasImages