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Discover the essence of leadership, from defining its nature to understanding traditional and transformational approaches. Learn the key elements of leadership such as traits, behaviors, and situational theories. Explore how leaders inspire and motivate followers while distinguishing between management and leadership. This comprehensive guide delves into different perspectives of leadership, from trait-based and behavioral theories to contingency and transformational approaches. Uncover the characteristics of effective leaders and how to find or create them through selection and training methods.
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Introduction to Leadership Topic 7
Learning Objectives • Defining the nature of leadership • Distinguishing between leadership and management • Defining traditional leadership approaches: trait, behavioural and situational theories • Identifying the key elements of transformational leadership
Is leadership…. The ability to get other people to do what you want them to, willingly? A rare quality possessed by only a few, able to inspire and motivate? The behaviour of the top manager on the spot at the time? The contribution to the group’s process made by any or all members depending on the circumstances?
What Is Leadership? management Use of authority inherent in designated formal rank to obtain compliance from organisational members.
Perspectives of Leadership • Trait perspective • Consider personal qualities and characteristics that differentiate leaders from non-leaders • Behavioural perspective • Propose that specific behaviours differentiate leaders from non-leaders • Eg: Ohio State and Michigan Studies • Contingency perspective • The most appropriate style depends on the situation • Eg: House’s Path Goal Theory • Transformational perspective • Leaders who inspire and have a profound effect on followers • Eg: Avolio and Bass
Trait Theories • Leadership Traits: • Ambition and energy • The desire to lead • Honesty and integrity • Self-confidence • Intelligence • Job-relevant knowledge
Trait Theories (cont.) • Limitations: • No universal traits that predict leadership in all situations. • Traits predict behaviour better in “weak” than “strong” situations. • Unclear evidence of the cause and effect of relationship of leadership and traits. • Better predictor of the appearance of leadership than distinguishing effective and ineffective leaders.
Behavioural Theories behavioural theories of leadership Theories of proposing that specific behaviours differentiate leaders from non-leaders • Trait theory:Leaders are born, not made. • Behavioural theory:Leadership traits can be taught.
Ohio State Studies consideration The extent to which a leader is likely to have job relationships characterised by mutual trust, respect for subordinates’ ideas, and regards for their feelings.
University of Michigan Studies employee-oriented leader Emphasising interpersonal relations; taking a personal interest in the needs of employees and accepting individual difference among members. production-oriented leader One who emphasises technical or task aspects of the job.
Fiedler’s Model: Defining the Situation task structure The degree to which the job assignments are procedurised position power Influence derived from one’s formal structural position in the organisation; includes power to hire, fire, discipline, promote, and give salary increases.
Hersey and Blanchard’s Situational Leadership Theory Follower readiness: ability and willingness Leader: decreasing need for support and supervision
Path-Goal Theory path-goal theory The theory that it is the leader’s job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organisation.
Transactional and Transformational Leadership transformational leaders Leaders who provide individualised stimulation, and who possess charisma. • Contingent Reward • Management by Exception (active) • Management by Exception (passive) • Laissez-Faire • Charisma • Inspiration • Intellectual Stimulation • Individual Consideration
Finding and Creating Effective Leaders • Selection • Review specific requirements for the job. • Use tests that identify personal traits associated with leadership, measure self-monitoring, and assess emotional intelligence. • Conduct personal interviews to determine candidate’s fit with the job.
Finding and Creating Effective Leaders cont’d.. • Training • Recognise the all people are not equally trainable. • Teach skills that are necessary for employees to become effective leaders. • Provide behavioural training to increase the development potential of nascent charismatic employees.
