Leadership styles:

1. Leadership styles: Models of effective leadership

2. Report format Example of the report format: 3 Leadership Styles 3.1 What is effective leadership? 3.2 Charismatic leadership 3.3 Transformational Leadership 3.3.1 Idealised influence 3.3.2 Inspirational motivation 3.3.3 Intellectual stimulation 3.3.4 Individualised consideration 3.4 Transactional Leadership 3.4.1 Contingent reward 3.4.1 Management by exception 3.5 The Full Range Leadership Model

3. Brief recap: Leadership theories & models • Behavioral theories of leadership • Theories that attempt to isolate behaviors that differentiate effective leaders from ineffective leaders • Focus on identifying the critical behavioral determinants of leadership: The characteristics of how a leader leads; • Autocratic • Democratic • Lassaiz-Faire (Lewin et al., 1938)

4. Autocratic leadership • Clear division between leader and subordinates • Dictatorial and authoritarian style of leadership • Policies, rules and regulations set and enforced by leader alone • Decisions made by the leader

5. Democratic (participative) leadership • Leader & group jointly decide policies, rules & regulations and choose activities • Leader typically guides the group • Two-way mode of communication between leader and subordinates • More longer-term effectiveness compared to autocratic leadership

6. Laissez-faire leadership • Leader shows little concern for policies, rules & regulations • Leader provides little or no guidance or advice on activities • Communicationis minimal • Most common in small areas of highly skilled/qualified people • Often described as the absence of leadership and the expression of passive avoidant behaviours

7. Summary • Leadership is best viewed as a continuum • Democratic leadership was described as the perfect balance between autocratic and laissez-faire • Autocratic style – leaders take control and make decisions • Democratic style – consultative approach involving subordinates • laissez-faire style – Stepping back and not interfering (Lewin et al., 1938)

8. Effective styles of leadership What is effective leadership???? • Effective leadership emphasises relationships, emotions and values • Technical competence by the leader • Interpersonal skills • Organisational influence • Communication • Goal clarification

9. Effective styles of leadership “A leader is best when people barely know he [sic] exists, when his work is done, his aim fulfilled, they will say: we did it ourselves.” —Lao Tzu • Autocratic, democratic and laissez-faire emphasise rational processes • strong division and hierarchy between leader and followers • Unlike more traditional leadership theories, effective leadership styles emphasise emotions and values • The newer theories acknowledge the importance of symbolic leader behaviour and the role of the leader in creating meaning and vision for followers • Of importance, these theories acknowledge the role of the followers within the leadership process - Yukl, 1999

10. Effective styles of leadership • Charismatic leadership: The attribution of extraordinary qualities to the leader by followers (Weber, 1947; Conger, 1989) • Barack Obama, John F Kennedy and Steve Jobs • Transformational leadership: Primarily defined in terms of the leader’s effect and influence on followers (Bass, 1985: 1996) • Richard Branson, Martin Luther King Jr and Walt Disney • Transactional leadership: Based on exchange and reward processes between leader and follower (Bass, 1996) • Joseph McCarthy and Charles de Gaulle

11. Charismatic leadership • Originally developed by Weber (1947) • Concerns the amount of influence over followers and the type of leader-follower relationship that emerges (Conger & Kanungo, 1988: 1998) • Commonly been associated with the great man theories of leadership.

12. Charismatic leadership • Emphasises follower attributions of exceptional, and charismatic qualities to the leader • What is charisma??? • Compelling attractiveness or charm that can inspire devotion in others

13. Charismatic leadership House (1977) and Shamir et al., (1993) define key characteristics of charismatic leader behaviour as; • Articulating an appealing vision, • Emphasising ideological and philosophical aspects of the work, • Communicating high performance expectations and showing confidence that followers can achieve them, • Always displaying self-confidence, • Modelling exemplary behavior and highlighting a collective identity.

14. Charismatic leadership

15. The dark side of charismatic leadership • Charismatic leadership can be based on ‘cults of personality’ unstable political/organizational leadership. • Examples: • Hitler – Germany • Enron - Ken Lay, Jeff Skilling • Leads on to concept of toxic leadership

16. Charismatic leadership • Central feature seems to be on the identification of followers to the leader. • Differentiates between this style and transformational leadership.

17. Activity one • Card game

18. transformational leadership • First introduced by Burns (1978) • Both styles are concerned with leaders effect on followers, and the behaviour used to achieve this effect • Has been characterised to make followers feel admiration, trust, loyalty and respect toward their leader (Yukl, 1999)

19. Transformational leadership • Appeal to follower’s higher order needs and motivations • Inspire followers through their passion and deep thinking • Focus on people and moves beyond self-interest • Allows for leadership to focus on the good of the group and society (Stewart, 2006) • Able to motivate followers • Strive for excellence without the use of power or authority

20. Transformational leadership Northhouse (2001) Zalenski (2006) Transformational leaders offer a purpose that transcends short-term goals and focuses on higher order intrinsic needs and is characterised by four elements.

21. Transformational leadershipIdealised Influence • The degree to which the leader behaves in admirable ways • Followers identify with the leader • Behaviours can include conviction and standing up for followers or appealing to followers on an emotional level • Acting as a role model • Instilling pride • Working to achieve follower respect and trust • Clearly related to Charisma as covered earlier - Judge and Piccolo, 2004

22. Transformational leadershipinspirational motivation • How strongly and capably a leader articulates a clear vision that is appealing to followers • The leaders ability to challenge followers to achieve higher standards • Communicates optimism about future goals and achievement of these goals • Provides followers with meaning for the tasks at hand. - Judge and Piccolo, 2004

23. Transformational leadershipinspirational motivation

24. Transformational leadershipintellectual stimulation • The degree to which the leader challenges workplace assumptions • Takes risks • Asks for, and promotes followers’ ideas • Stimulate followers and encourage creativity • Develop independent thinking as well as followers own knowledge and skills - Judge and Piccolo, 2004

25. Transformational leadershipindividualised consideration • The extent to which the leader attends to each follower as an individual • Each follower has individual needs • Act as a mentor or coach to their followers • Listen to the follower’s concerns and needs • Respects and celebrates individual contributions of followers - Judge and Piccolo, 2004

26. Summation of transformational leadership Bass, 1985

27. Transactional leadership • In contrast to transformational leaders, the transactional leader accomplishes goals through a reward and exchange process. • Followers need to meet leader expectations in order to receive rewards in the form of: • recognition, • pay increases and, • future workplace advancements.

28. Transactional leadership • Transactional leadership centres on transactions and exchanges • Emphasises the promise of reward for good performance, and discipline for poor performance. • Strongly based on rewards and exchange • Leader intervention only occurs either prior to serious problems or after.

29. Transactional leadership • Leaders and followers enter an agreement • Note the difference in terms of follower inspiration and motivation compared with transformational • A strong reliance on power and authority in order to lead effectively • Characterized by three elements; • Management by exception-active, • Management by exception-passive, • Contingent reward.

30. Transactional leadershipContingent reward • Contingent reward outlines the core element of transactional leadership and is the extent to which the leader sets up transactions and exchanges between followers. • Transactional leaders outline their expectations and establish rewards for followers when these expectations are met. - Judge and Piccolo, 2004

31. Transactional leadershipmanagement by exception-active and Passive • Transactional leadership components: • management by exception-active • management by exception-passive • Differentiated on the basis of timing intervention; • Active transactional leaders monitor followers behavior closely, anticipate problems and issues and intervene and take corrective actions before the behavior result in more serious difficulties • Passive transactional leaders don’t intervene and take corrective action until the problem has become serious. Management by exception passive wait until the problem created is severe as opposed to monitoring and anticipating - Judge and Piccolo, 2004

32. Transformational vs. transactional

33. Transformational vs. transactional

34. Transformational vs. transactional • Organisations need both: • All transformational - great vision, no structure • All transactional – great structure, no vision • Both are effective styles of leadership • The best leaders are both transformational and transactional

35. Summary of effective styles of leadership • Charismatic, transformational and transactional leadership are all considered effective modes of leadership • Transformational-Transactional leadership styles are distinctive, separate constructs, that should be looked at as a continuum • Not as two theories at opposite ends of a spectrum • They are complimentary to each other

36. Summary of effective styles of leadership

37. Activity two • Sport team case study