THEORIES OF LEADERSHIP

1. THEORIES OF LEADERSHIP “The strength of the group is in the strength of the leader.” Vince Lombardi

2. What is Leadership?

3. What is Leadership? • Leaders help groups set goals, envision the possibilities and make commitments • Leaders have a positive influence on the lives and behaviours of others • Leaders are not necessarily people who do great things but rather people who inspire others to do great things.

4. YMCA Definition of Leadership We measure the effectiveness of a leader not in terms of the leadership he exercises, but in terms of the leadership he evokes; not in terms of power over others, but in terms of the power released in others; not in terms of the goals she sets up and the direction she gives, but in terms of goals and plans of action others work out for themselves with her help; not in terms alone of products and projects completed, but in terms of growth of competence, sense of responsibility, and personal satisfaction among many participants

5. Managers Direct or control operation or performance Are concerned with logistics Leaders Set the overall vision and inspire Influence interpersonal relationships and motivation May show management ability Leadership versus Management “Leadership is the knack of getting somebody to do something you want done because he wants to do it.” Dwight D. Eisenhower

6. Supervisors Oversee or inspect the quality of the work done Pass judgment on the group members’ performance Leaders May function as supervisors BUT also encourage group members to set and achieve their own personal standards Leadership versus Supervision

7. The Person at the Top • Sometimes leaders find themselves in their positions because of their assigned status and leadership ability may be lacking. • On the other hand, people who earn their status as leaders because of their actions may be a source of either support or irritation to the official leaders

8. Theories of Leadership

9. Leader makes decision and announces it. Leader makes decision and “sells” it. Leader presents decision and invites feedback. Leader makes tentative decision subject to input from group Leader presents problem, welcomes suggestions, makes decision. Leader defines limits and asks group to make decision. Leader permits group to function independently within set limits. Situational Theory of Leadership • Leadership styles range from highly autocratic (directive) through democratic (participative) to highly laissez-faire • The most effective leadership behaviour depends on the followers’ ability and motivation Leader-Centred Follower-Centred AUTOCRATIC………………………….………………..DEMOCRATIC……………………………………………..LAISSEZ-FAIRE

10. Autocratic (Directive) Leadership Style • Task-oriented leader who makes alldecisions without input from the group. • Directs the group by command or request • Effective when: • The leader is an expert in the situation and the group needs complete direction, (members are novices and respect the leader’s superiority) • There is little time to make decisions.

11. Democratic (Participative) Leadership Style • Group members contribute to the overall organizational goals but leader still has the final word. • Key attributes: • Group goal setting = team management • Open negotiation • Members share the team’s successes and failures • Groups tend to be more motivated/creative when using this style • Value placed on achieving consensus • Leader retains right to make final decision if disagreement persists.

12. Laissez-Faire Leadership Style • The leader offers very little guidance to the group and leaves all decision making up to them. • Effective when the group has become competent and is functioning well. • Often leads to unclear roles for group members which can cause a lack of organization.

13. What’s Your Preferred Situational Leadership Style?

14. Survey: Sit. Leadership Styles • Complete the following survey handout from your teacher. Scoring Instructions: • Place a check mark √ beside 1,4,6,11,14,16,18,19,20,21,22,23,25,29,30,31,33,34 & 35 if you answered “Always” • Place an asterisk * beside numbers 2,3,5,7,8,9,10,12,13,15,17,24,26 & 27

15. Survey: Sit. Leadership Styles • What does your score mean? • People who tend to have more check marks than asterisks tend to like an Autocratic/Authoritarian style of leadership. • People who tend to have more asterisks than check marks tend to like a democratic style of leadership.

16. Summary: Situational Leadership When to Use What? • Use an AUTOCRATIC style if group members lack knowledge about a certain topic. • Use a DEMOCRATIC style if group members understand their task and their roles. • Use a LAISSEZ-FAIRE style if group members know more about the task than the leader.

17. The “Great” Person or Trait Theory of Leadership • According to this theory a great leader has a blend of leadership traits. • It is believed that they are born with these traits e.g. Personality or leader genes. • Therefore a good leader is born and leadership can’t be learned (you’re either born with the right stuff or you aren’t.)

18. Personality Theory of Leadership • In this theory of leadership there are four leader personality types with specific traits: • 1.Organized: Enjoy highly structured situations. Like rules and are very dependable. • 2. Curious: These are innovative problem solvers. • 3. Empathetic: Are great communicators, want to please everyone and achieve harmony. • 4. Active: These are easy going, willing to try new things and take risks.

19. Personality Theory of Leadership • We all have a preferred personality style. • Because we are all a blend of the four types, we can function from each perspective when necessary. • We can work on our weak areas and enhance our strengths. • Leaders are made not born according to this theory. Curious Organized Empathetic Active

20. Behaviour Theory of Leadership • Two distinct leadership dimensions: • Task and Relationship Orientation • Task orientation leadership: • Emphasis on achieving performance goals • Relationship orientation leadership: • Emphasis on interpersonal; building relationships

21. Behaviour Theory of Leadership • A task-oriented leader will bring out the best in group members who: • Have low affiliation needs • Have a high need to achieve goals • Accept authority • Like careful, detailed planning • Prefer material rewards e.g. Money, trophies or plaques. • A relationship-oriented leader will bring out the best with members who: • Seek opportunities to socialize • Have low achievement needs • Are independent thinkers • Tolerate ambiguity (no direction) • Prefer intrinsic rewards e.g. Feeling positive, contributing to community.

22. Behaviour Theory of Leadership • Leaders are made not born. • There is less focus on personality traits and more on the actions the leader takes. • According to this theory the leader with high task + relationship orientation will be the most successful leader.

23. Comprehensive Theory of Leadership • This theory combines situational factors, personality traits/behaviours of the leader and the group members. • This theory encompasses all the factors from previous leadership theories we have looked at so far. • A change in any element (situation, group factors & leader personality) affects the outcome or effectiveness of leadership. • A leader needs to be sensitive to each group member, and use the correct blend of behaviours and orientations to be effective.

24. Can Leadership Be Learned?

25. Can Leadership Be Learned? • Leadership can be learned through experience • It is a lifelong day-by-day learning process built on continued self-examination, reflection, introspection and self-searching honesty • People need to refine their strengths and improve their weaknesses • Although many leadership skills can be learned in the classroom, practical experience is necessary