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‘ Leadership Style and the Effect on Individual and Group Behaviour’ Dr Hilary McDermott

‘ Leadership Style and the Effect on Individual and Group Behaviour’ Dr Hilary McDermott School of Sport, Exercise and Health Sciences Loughborough University. Overview. Styles of leadership Participative / Directional Leadership Leadership Style / Individual Performance

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‘ Leadership Style and the Effect on Individual and Group Behaviour’ Dr Hilary McDermott

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  1. ‘Leadership Style and the Effect on Individual and Group Behaviour’ Dr Hilary McDermott School of Sport, Exercise and Health Sciences Loughborough University

  2. Overview • Styles of leadership • Participative / Directional Leadership • Leadership Style / Individual Performance • Leadership style / Group Performance

  3. Situational • Task behaviour / relationship behaviour • No ‘single’ style of leadership • Effective leadership varies

  4. Situational Leadership (Hersey & Blanchard, 1988) Relationship Behaviour Task Behaviour

  5. Situational Leadership (Hersey & Blanchard, 1988) Relationship Behaviour (Participatory) Task Behaviour (Directive)

  6. Individual Task Performance • How does leadership style affect individual task performance?

  7. Motivation • Motivation / Performance • Extrinsic rewards • Intrinsic rewards • Delegation of responsibility to a team member not prepared to handle the responsibility can frustrate the team member. A frustrated team member often lacks motivation.

  8. Motivation • Motivation / Performance • Extrinsic rewards • Intrinsic rewards • Delegation of responsibility to a team member not prepared to handle the responsibility can frustrate the team member. A frustrated team member often lacks motivation. • Match the development level with an appropriate leadership style

  9. Stress • Stress • a state of mental or emotional strain or tension resulting from adverse or demanding circumstances (HSE, 2012) • Lopez et al (2011) • The more ‘considerate’ the leader, the less self-reported stress among team members. The more ‘task-oriented’ the leader, the more ‘emotionally exhausted’ the team members feel.

  10. Individual Task Performance • How does leadership style affect group performance?

  11. Conflict • Conflict resolution – power can be used in a negative or positive manner • Coercive power • Can enhance conflict • Referent power • ‘positive strokes’ (Benfari et al., 1986)

  12. Directive / Participative • Directive leadership: • can stifle creativity • ignores available expertise • smothers motivation • Is effective • When time is short • When group members can not agree on a decision.

  13. Directive / Participative • Participative leadership: • can lead to effective decisions • Pasmore & Friedlander (1982) • Work injuries and poor productivity • Inadequate training, repetitive movements and poor relationships with supervisors • Employees led interventions • Increased productivity and a decline in reported injuries

  14. Leadership Style Thank you for listening Questions? H.J.McDermott@lboro.ac.uk

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