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Theories and Styles

Theories and Styles. Early Theories . Trait Physical Intellectual Personality Great man theory Socially defined Valued traits Conflicting scientific evidence. Early Theories. Attribution Things go well = Good leadership Things go poorly = Poor leadership Judgments Perception

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Theories and Styles

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  1. Theories and Styles

  2. Early Theories • Trait • Physical • Intellectual • Personality • Great man theory • Socially defined • Valued traits • Conflicting scientific evidence

  3. Early Theories • Attribution • Things go well = Good leadership • Things go poorly = Poor leadership • Judgments • Perception • Stereotypes • Good interpersonal skills viewed asgood leadership

  4. Early Theories • Behavioral theories • Leaders engaged in… • Problem solving • Managing behaviors • Planning/Organizing • Directing • Evaluating • Yukl’s four primary tasks

  5. Stereotypes and Leadership • Short-sighted • Powerful influences on perceptions • Consider cultural biases, expectations • Leaders • Women • People of color • People with disabilities, etc.

  6. Leadership Styles: Autocratic • Leader • Makes decisions • Has low trust in group • Expects group to respond • Group • Responsibility is low • Leader gone, group plays

  7. Leadership Styles: Autocratic • Accepted if • Communication is understood • In harmony with purpose • Consistent with personal interests • Group has abilities to comply • Good in emergency • Appropriate if large leader-follower expertise difference • Good to share reasons for actions (later)

  8. Leadership Styles: Democratic • Group decisions • Group members actively provide input • Voting/Majority opinion • Not appropriate • Immature group • Under-skilled group • Time crunch • Want all to feel valued

  9. Leadership Styles: Laissez-faire • “Let it be” • Group freedom • Leader seems uninvolved • Leader provides resources • Leader stays out of group process • May be viewed as lack of leadership • Good for group development

  10. Tannenbaum & Schmidt • Continuum of leader behaviors • From group-oriented (participative) to leader-oriented (directive) • Influencing elements • Leader values • Leader confidence in group • Leader preferences, skills • Group’s feelings of security

  11. Later Theories: Situational • Three factors influence emerging leadership • Leader • Followers • Situation • Task behavior • Relationship behavior • Group maturity

  12. Later Theories: Contingency • Influences on emerging leadership • Relationship (Leader/Follower) • Leader liked = Easier leader influence • Task structure • Clear goals = Easier leader influence • Leader power • More leader power = Easier leader influence

  13. Later Theories:Factors • Leadership factors • Consideration • Initiation of structure • Managerial grid • Task concern • People concern • Achieving balance Task People

  14. Later Theories: Likert System

  15. Later Theories: Comprehensive • Leader • Skills • Baggage • Beliefs • Values, etc • Follower • Same as leader • Situation • Internal/External influences

  16. Contemporary: Transactional • Exchange • Group validates leader • Leader gives recognition • Both group and leader benefit • Three components • Contingent reward • Management by exception—Active • Management by exception—Passive

  17. Contemporary: Transactional • Leader focus • Rules • Policies • Procedures • Leader relies on • Power • Position • Formal authority

  18. Contemporary: Transformational • Changes the nature of focus • Increases concern for collective success • Four components • Charisma • Motivation • Individual consideration • Intellectual stimulation

  19. Leader Charisma • Personal magnetism or charm • Visionary • Inspirational • Exudes confidence • Master of social skills • Group enthusiasm is high

  20. Inspirational Motivation • Meaning and challenge for group members • Communicates expectations clearly • Commitment to group and task is evident • Able to ‘fire up’ followers • Instills high ethical standards • Followers are motivated to act

  21. Individual Consideration • Appeals to follower ideological values • Connects with ‘heart’ of followers • Treats each follower as unique individual • Helps followers grow as individuals • “Each person is special”

  22. Intellectual Stimulation • Challenges existing thinking • Generates new ideas • Asks questions • Involves followers in discoveries • Is willing to take risks

  23. Transformational Lshp & EQ • Correlation to Emotional Intelligence (EQ) • Self-awareness • Emotional management • Self-motivation • Empathy for others • Has long-term goals • Exhibits positive affect

  24. Contemporary:Servant Leadership • Servant attitude • Conscious choice to lead • Benefit to others • Grounded in morals, ethics • Encourages the best in others • Each person is celebrated

  25. Contemporary:Servant Leadership

  26. Cultural Perspectives • Collectivist • “We” perspective • Interdependent • Consensus leadership • Individualist • “I” perspective • Individual rights • Competition promoted

  27. Choosing Appropriate Styles • Identify possible styles • Consider leader dimensions • Consider participant/group dimensions • Consider the environment • Consider the activity

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