1 / 21

Understanding Leadership Theories and Styles for Effective Management

Explore Fidler Model, situational leadership theories, path-goal theory, and participation model to understand and implement effective leadership styles. Gain insights on leadership significance and different types of leaders.

sbushnell
Download Presentation

Understanding Leadership Theories and Styles for Effective Management

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. WELCOME

  2. what is leadership? • “The ability to influence a group toward the achievement of goals” (Stephen P Robbins) • “A social influence process in which the leader seeks the voluntary participation of subordinates in an effect to reach organizational objectives” (Schrieshen)

  3. CONTENT • THE FIDLER MODEL • SITUATIONAL LEADERSHIP TEORY • PATH-GOAL THEORY • PARTICIPATION MODEL • SUMMARY

  4. Fiddler Contingency model “The theory that explains effective groups depend upon a proper match between leader’s styles of interaction an the degree to which the situation gives control an influence to the leader”

  5. LEADERSHIP STYLES • Least-preferred co-worker (LPC) questionnaire • Determines leadership style by measuring responses to 16 pairs of contrasting adjectives. • High score: a relationship-oriented leadership style • Low score: a task-oriented leadership style

  6. Identify the situation Leader –member relation- Degree of trust confidence and respect members have in their leaders Task structure- Degree to which job tasks are procedurized,structured and unstructured Position power- the degree of influence the leader has on the power variables, like hiring, firing, promotion, increment, disciplinary action

  7. Situational leadership theory • Develop by paul Hersey and ken Blanchard • Situational leadership is contingency theory that focused on the followers • Successful leadership is achieved by selecting the right leadership style, which Hersey and Blanchard argue is contingent on the level of the followers readiness

  8. HERSEY & BLANCHARD’S SITUATIONAL LEADERSHIP MODEL

  9. DIRECTING – Leader decides on course of action and announces it. – High task, low relationship. COACHING – Leader decides on course of action and sells it. – High task, high relationship. SUPPORTING – Leader involves followers in the decision making process. – High relationship, low task. 􀁺 DELIGATING – Leader allows followers to decide/implement. – Low relationship, low task

  10. Situational Leadership Significance • Hersey & Blanchard’s theory provides a useful and understandable framework for situational leadership. • 􀁺 The model suggests that there is no one best leadership style for all situations. • 􀁺 Manager’s leadership style must be adaptable and flexible to meet the changing needs of employees and situation. – Know your style. – Match your style to follower maturity and task situation.

  11. Path-Goal Theory of Leadership • Develop by Robert House. • “ the theory that explains a leader behavior is acceptable to subordinates in so far as they view it as a source of either immediate or future satisfaction” • Effective leaders clarify the “path” for followers to attain “goals”

  12. Types of leaders • Directive leadership- characterized by a leader who informs subordinates what is expected of them and provides specific guidance. • Supportive Leadership- characterized by a leader who is friendly and approachable and shows concerns for the status, well-being, and personal needs of the subordinates.

  13. Participative leadership-characterized by a leader who consults with subordinates and asks for their suggestions before making a decision. • Achievement-oriented leadership- characterized by a leader who sets challenging goals, expected subordinates to perform at best, and shows confidence that subordinates will perform well

  14. THE PARTICIPATION MODEL • Victor Vroom and Phillip Yetton developed a leader participation model. • This model related leadership behavior participation in decision making • This theory based on a sequential set of rulesfor determining the form and amount of follower participation in decision making in a given situation.

  15. Leader Participation Model -seven Contingencies • Decision significance • Importance of commitment • Leader expertise • Likelihood of commitment • Group support • Group expertise • Team competence

  16. Leadership Styles in the Participation Model • Decide: Leader makes the decision alone and either announces or sells it to group. • Consult Individually: Leader presents the problem to group members individually, gets their suggestions, and then makes the decision. • Consult Group: Leader presents the problem to group members in a meeting, gets their suggestions, and then makes the decision.

  17. Facilitate: Leader presents the problem to the group in a meeting and, acting as facilitator, defines the problem and the boundaries within which a decision must be made. • Delegate: Leader permits the group to make the decision within prescribed limits

  18. Summary • THE FIDLER MODEL • SITUATIONAL LEADERSHIP TEORY • PATH-GOAL THEORY • PARTICIPATION MODEL

  19. THANK YOU

More Related