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Contemporary Leadership Styles

Contemporary Leadership Styles. grid, contingency, transactional, transformational, servant theories. Managerial Grid Model Manager’s concern for employees and production Plots the degree of task-centeredness versus person-centeredness

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Contemporary Leadership Styles

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  1. Contemporary Leadership Styles grid, contingency, transactional, transformational, servant theories

  2. Managerial Grid Model • Manager’s concern for employees and production • Plots the degree of task-centeredness versus person-centeredness • Initially, 5 leadership styles associated with this type of leadership • Now, 2 more including the element of resilience GRID

  3. The Indifferent or Impoverished Leader • The Country Club or Accommodating • The Status Quo or Middle-of-the-Road • The Dictatorial or Produce, Perish or Control (Similar to Autocratic Leader) • The Sound or Team • TWO EDITIONS: 6. The Opportunistic Style or OPP 7. The Paternalistic Style or PAT Grid

  4. These leaders show little concern for employees or production • Preserving their employment • Ineffective The Indifferent or Impoverished Leader

  5. These leaders will go above and beyond for employees • Self-motivated environment • Lack of attention on reaching task goals The Country Club or Accommodating

  6. Balance • Employees are indifferent • Production level is adequate The Status Quo or Middle-of-the-Road

  7. Focus is mostly on production • Not much concern for employees • Rigid and strict • High employee turnover The Dictatorial or Produce, Perish or Control

  8. Considered most effective • Team environment • High employee satisfaction • Effective productivity The Sound or Team

  9. Seek opportunity • Want to reach objectives • Do anything to reach their goals The Opportunistic Style or OPP(anywhere on grid)

  10. Guide employees • Set goals for themselves and employees • Reward/Punishment The Paternalistic Style or PAT(migrates from top to bottom of grid)

  11. CONTINGENCYTheories of Leadership • Contingency Approach: looking at leadership success in varying situations • Continuum

  12. Tannenbaum and Schmidt

  13. Considers: • Quality of leader-member relations (good or poor) • Degree of task structure (high or low) • Amount of power position (strong or weak) Fielder’s Contingency Model

  14. LOOKS AT “READINESS” IN BEHAVIOUR Hersey-Blanchard Situational Leadership Theory (Contingency)

  15. Effective leaders set goal • 4 leadership style: • Directive • Supportive • Achievement-oriented • Participative HOUSE’S PATH-GOAL THEORY

  16. OTHER CONTINGENCY THEORIES: • Substitutes for leadership • Vroom-Jago Leader-Participation Theory

  17. “Often used to describe the approach of managers who apply the insights of the reader-behaviour and contingency theories, particularly the path-goal theory” (532) • Ultimately, leader wants employees to work hard and perform well Transactional

  18. Inspirational leadership • Leaders achieve extraordinary performance • Changing how things are usually done Transformational Leadership

  19. Vision • Charisma • Symbolism (celebrating excellence) • Empowerment • Intellectual stimulation • Integrity Qualities of Transformational Leaders

  20. SHARES POWER • PUTS NEEDS OF OTHERS FIRST; NOT THEIR FEELINGS • FOCUS NOT ON LEADER Servant Theories

  21. Listening. • Empathy. • Healing. • Awareness. • Persuasion. • Conceptualization. • Foresight. • Stewardship. • Commitment to the growth of people. • Building community. Qualities of a Servant Leader

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