Leadership H.L. Trait theories

1. Leadership H.L. Trait theories • Trait theorists believe that different managers and leaders have to be who they are instead of trying to change.

2. Examples of leadership traits 252 • Listening skills • Enthusiastic • Ambitious • Decisive • Enterprising • Recognition and approval from followers • Seeing the bigger picture • High standards of integrity • Influential and inspiring others to same vision • Prudence in decision making

3. Some argue that leaders are born experts • They say it is impossible for people to change their personality • They believe that people act like who they admire.

4. Other theorist believe that people can learn to be great leaders. • They believe that leaders can learn through experience and practice. • They still think that leaders need a combination of toughness and fairness

5. RensisLikert’s four types of management style • Exploitative autocratic - no trust in subordinates all decisions come from top down. • Benevolent autocratic – some trust in employees use rewards instead of threats. (compared to a parent) • Participative- managers make decisions but put a lot of trust in employees • Democratic – Leaders have complete confidence in workers and work as a team towards decisions.

6. Fiedler Believes that no best way of leading. Depends on situation and personality Thinks that anyone can be a leader The ways to establish the best approach depend on • Relationships between people • Situation • Authority of the leader

7. Blake and Mouton • Five leadership styles that can be shown on a grid page 254

9. Impoverished management style • Managers do not care about people or tasks. • Usually managers who do not want to be blamed for mistakes.

10. Country Club style • Managers care about workers feelings in the hope that they will work hard if they are happy.

11. Authority Obedience style • A Theory X style were managers only want production from employees • Used in a crisis situation

12. Team management style • Theory Y style workers and production are important. • Workers are encouraged to think for themselves. • Believed by Blake and Mouton to be the best style.

13. Middle of the road style • Make neither tasks or people the main concern. • Blake and mouton think this is an ineffective style.

14. Tannenbaum and Schmidt • Believe that managers work on a continuum were one end managers tell the workers everything and on the other employees receive freedom.

16. Styles • Tells – subordinates are told what to do • Sells – Managers convince workers that the decision that they have made is good. • Consults - Subordinates opinions are asked before a decision is made. • Participates – Employees are involved in making a decision and their opinions are asked.

17. Contingency theory says that no one way of managing is correct. • They believe a proper manager can adapt to the situation.

18. Factors influencing management and leadership style 256 • Culture – Does the staff except change • Traits – level of motivation, experience and know how. • Subordinates – how large is the staff what is their skill and experience • Task – what needs to be done • Time constraints -

19. Situational theory • Close to situational theory except that situational has a greater focus on the managers and contingency cares more for internal and external factors.

20. Blanchard and Hersey model concentrates on workers • Telling/directing style – workers need to be told what to do. • Selling/coaching style – workers have skill but they have no commitment • Participating/supporting style – workers have skill and some commitment but mangers still need to encourage • Delegating style – Workers have high skill and commitment they can do many things by themselves.

21. Workers attitudes can be situational and managers have to adapt to the workers mood. • One criticism is that it does not make a difference between leaders and mangers.

22. Path-goal theory • Directive leadership – • Supportive leadership • Participative leadership • Achievement orientated leadership

23. Managers need to keep in mind the • Subordinate personality – • Characteristics of the environment – resources available

24. Action-centered leadership Deals with four types of authority • Position – official status • Knowledge • Personality • Moral persuasion – convince others you are right (religion)

25. Difference between management and leadership • Time and devotion – management is 9-5 leadership is 24 hours. Managers think short term leaders long term • Roles and responsibilities - Leaders deal with broad problems while managers deal with routine tasks. • Influence on others – leaders need to inspire others while managers are more concerned with getting work out of employees

26. Difference between management and leadership con. • Risk taking – Managers should follow rules and policies. They solve problems and set an example for their staff. Leaders are crazier in their thinking and try to make changes. • Vision – Managers like a stable work environment while leaders are better in a time of change.

27. Management Leadership Do the right thing Knowing what’s right Motivating and inspiring others Empowering followers Inspire others to follow a vision Create change innovators Rank does not matter Strategic decision-making Achievement of objectives by acceptance of others Decisiveness Natural skills Support and guidance • Do things right • Doing what’s right • Directing and controlling others • Delegating tasks • Follow orders from senior staff • Conform • Problem solvers • Official position • Planning and monitoring • Achievement of objectives by compliance of others • Analysis • Learned skills • Organization of staff

28. Large business need to rely on both to succeed.

29. Functions of management