management
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Leadership-1.pptEmpowering Human Potential at Work
MGT 551
Leadership Theory
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Mgt. versus Leadership
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“Leadership is Action, not Position”
Donald McGannon
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Great Man
Theories
Early 1900s
Research focused
on individual
characteristics
that universally
differentiated
leaders
from nonleaders
Traits Interacting
With Situational
Demands on Leaders
1930-50s
Landmark Stogdill (1948)
study - analyzed and
synthesized 124 trait studies
- Leadership
reconceptualized
as a relationship between
people in a social situation
Mann (1959) reviewed 1,400
findings of personality and
leadership in small groups
- Less emphasis on situations
- Suggested personality traits
could be used to discriminate
leaders from nonleaders
Revival of Critical Role of
Traits in Leader
Effectiveness
Stogdill (1974)
- Analyzed 163 new studies
with 1948 study findings
- Validated original study
- 10 characteristics
positively identified with
leadership
Lord, DeVader, &
Alliger (1986) meta-analysis
- Personality traits can be
used to differentiate
leaders/nonleaders
Kirkpatrick & Locke (1991)
- 6 traits make up the
“Right Stuff” for leaders
Historical Shifts in Trait Perspective
1970’s - Early 90s
Innate Qualities
Situations
Personality / Behaviors
Today
Intelligence
Self-Confidence
Determination
Integrity
Sociability
5 Major
Leadership
Traits
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As we see from this model, trait research has changed over time. The focus went from innate qualities to situational leadership, to a focus on personality. This led us to what researchers consider to be the 5 Major Leadership Traits.
While the trait theory has changed over time, people still look for certain traits when interviewing someone, especially for a higher ranking position like CEO.
Consider whether you agree with the 5 Major Leadership Traits. Should there be more? Which others and why?
Trait Approaches
Certain individuals have special innate or inborn characteristics or qualities that differentiate them from non-leaders.
Focused on identifying innate qualities and characteristics possessed by great social, political, & military leaders
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Trait
Model
LEADER
FOLLOWERS
Leadership
Height
Intelligence
Extroversion
Fluency
Other Traits
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Leadership as a trait implies that it is something that some people have, and some don’t, or at least have it in various levels. It would be like height or hair color. Past leadership theorists sought to prove that great leaders had a specific set of traits. This exercise proved fruitless, as leaders can possess a myriad of combinations of traits that are successful given their specific workplace context.
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Big 5 Personality Factors
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Skills Approach
Leaders need certain skills – but, skill ability and importance changes based on level of management
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Management Skills
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Process Approach
Leadership is a property or set of properties possessed in varying degrees by different people (Jago, 1982).
- Observed in leadership behaviors
- Can be learned
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Process
Model
LEADER
Leadership
(Interaction)
FOLLOWERS
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When we think of leadership as a process, it implies that leadership can occur almost anywhere and at any time, given the right people and context involved. The interaction between and among individuals is what allows for the OPPORTUNITY for leadership to be exposed. It is then up to the individual(s) to decide in the workplace context whom the leaders are and whom the followers are.
The Hersey-Blanchard situational leadership model
Matches leadership styles with the maturity of followers
Intellectual Capital = Competency x Commitment
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Employee’s Developmental level
R1
Low Competence
Low Commitment
R2
Low Competence
High Commitment
R3
Mod-High Competence
Low Commitment
R4
High Competence
High Commitment
Leader’s Leadership style
S1 – Telling
High Directive-Low Supportive
S2 – Selling
High Directive-High Supportive
S3 – Participating
High Supportive-Low Directive
S4 – Delegating
Low Supportive-Low Directive
How Does The Situational Approach Work?
How Does The Situational Approach Work?
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House’s Path – Goal Theory
Matches leadership styles with task and follower characteristics
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Path – Goal Model
Help followers move along paths to achieve work and personal goals
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Path – Goal Theory Components
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Path-Goal Theory Matrix
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Leader – Member Exchange
(LMX) Theory
Conceptualizes leadership as a process that is centered on the interactions between a leader and subordinates
Describes how leaders treat in-group and out-group followers
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In-Group
Out-Group
Leader
In-Group
- more information, influence, confidence & concern from Leader
- more dependable, highly involved & communicative than out-group
Out-Group
- less compatible with Leader
- usually just come to work, do their job & go home
Subordinates
S
Subordinate
S
S
S
S
S
S
S
S
S
S
S
S
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Scripted
One Way
Low Quality
Self
Phases in Leadership Making
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Blake and Mouton’s
Leadership Grid
Describes a leader’s day-to-day style of management and leadership of production and people
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Leadership Styles
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Authority-Obedience
Efficiency in operations results from arranging conditions of work such
that human interference
is minimal
- Heavy emphasis on task and job requirements and less emphasis on people
- Communicating with subordinates outside task instructions not emphasized
- Results driven – people regarded as tools to that end
- Seen as controlling, demanding, hard-driving & overpowering
Definition
Role Focus
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Country Club
Thoughtful attention to the needs of people leads to a comfortable, friendly organizational atmosphere and work tempo
- Low concern for task accomplishment coupled with high concern for interpersonal relationships
- De-emphasizes production – leaders stress the attitudes and feelings of people
- Try to create a positive climate by being agreeable, eager to help, comforting, noncontroversial
Definition
Role Focus
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Impoverished
Minimal effort exerted to get work done is appropriate to sustain organizational membership
- Leader unconcerned with both task and interpersonal relationships
- Going through the motions, but uninvolved and withdrawn
- Have little contact with followers and are described as indifferent, noncommittal, resigned, and apathetic
Definition
Role Focus
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Middle-of-the-Road
Adequate organizational performance possible through balancing the necessity of getting work done while maintaining satisfactory morale
- Leaders who are compromisers; have intermediate concern for task and people who do task
- To achieve equilibrium, leader avoids conflict while emphasizing moderate levels of production and interpersonal relationships
- Described as expedient; prefers the middle ground, soft-pedals disagreement, swallows convictions in the interest of “progress”
Definition
Role Focus
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Team
Work accomplished through committed people; interdependence via a “common stake” in the organization’s purpose, which leads to relationships of trust and respect
- Strong emphasis on both tasks and interpersonal relationships
- Promotes high degree of participation & teamwork, satisfies basic need of employee to be involved & committed to their work
- Stimulates participation, acts determined, makes priorities clear, follows through, behaves open-mindedly and enjoys working
Definition
Role Focus
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Transactional Leadership
Exchanges rewards or privileges for desirable outcomes or behaviors.
Transformational Leadership
Goes beyond basic needs to satisfy a follower’s higher-level needs
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Psychodynamic Approach
The leader’s personality, in conjunction with their environment, is characterized by natural tendencies or qualities.
These may vary from person to person, but understanding ourselves and others can help us become better leaders and followers.
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Servant Leadership
Managers see employees as “equals” and act as “servants” or facilitators of their success.
Managers provide tools and resources that employees need to do their work rather than direction and control.
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Concern for people
Stewardship
Equity / justice
Indebtedness
Self-understanding
Servant Leadership 5 Principles
Ethics in Leadership
- Has to do with what leaders do and who leaders are
- In any decision-making situation, ethical issues are either implicitly or explicitly involved
- What choices leaders make and how they respond in a particular circumstance are informed and directed by their ethics
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Ethics
- A derivative of the Greek word ethos, meaning customs, conduct, or character
- Concerned with the kinds of values and morals an individual or society ascribes as desirable or appropriate
- Focus on the virtuousness of individuals & their motives
Ethical Theory
- Provides a system of rules or principles as a guide in making decisions about what is right / wrong and good / bad in a specific situation
Leadership Ethics
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Development of ethical theory goes back to Plato and Aristotle.
Read slide
Ethical Theories
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Page 304 in text Read slide
Principles of Ethical Leadership
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Discussion of 5 principles of ethical leadership – These principles provide a foundation for the development of sound ethical leadership
In addition I am emphasizing 3 points that reinforce the impact a leader has on followers, and the responsibility leaders have to be sensitive to how their leadership affects followers lives and why Ethics is central to leadership, because of -
Authentic Leadership
Draws upon and promotes both positive psychological capacities and a positive ethical climate, to foster greater self-awareness, an internalized moral perspective, balanced processing of information, and relational transparency on the part of leaders working with followers, fostering positive self-development.
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Purpose (passion)
Values (behavior)
Heart (compassion)
Relationships (connectedness)
Self-discipline (consistency)
Authentic Leadership
Ignatian Leadership
Brings together accepted leadership beliefs with the tenets of Ignatian spirituality.
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Ignatian Leadership Model
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Ignatian Leadership Model
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Ignatian Leadership Model
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Ignatian Leadership Model
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A Context for Leadership
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Leadership involves having the requisite competence and commitment, to inspire and influence others, so they willingly direct their efforts toward making things better.
-- Michael Alleruzzo 2015
One Definition of Leadership
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- Seeing what needs to be done
- Understanding underlying forces
- Having the courage to initiate action to make things better
Leader’s P.O.V.
- Leaders need to influence people who may not be interested in being influenced.
- They operate inside structures that have history and momentum.
- They must get results.
Leadership Challenges
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Often times people come into leadership positions responsible for departments that have issues. These may include:
- Employees who have been there awhile
- They may not want to be led
- They had poor leaders in the past and don’t trust you to be any better
- They may fear change and their position and role in the future
Company history may be negative
- No pattern of getting results
- Company may be in downward slide
Results
- Leaders must get results or they will be fired
- Company structure may make it very hard for leaders to get results
