Final Paper
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LEAS830CLASS2.pptxLeadership & Management Kotter (1990)
Management
Produces order and consistency
Planning and budget
Organize and staffing
Controlling and solving problems
Leadership
Produces change and movement
Establishing direction
Aligning people
Motivating/inspiring
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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
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Leadership & Management Zalenznik (1997)
Management
Unidirectional authority
Reactive
Prefer to work with people-solving
Low emotional involvement
Leadership
Multidirectional influence
Emotionally active and involved
Shape ideas, not just respond
Act to expand available options
Change the way people think about what’s possible
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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
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Leadership Paper
Topic
The leadership paper is about the application of the leadership theories discussed in this class as it relates to your professional experiences.
Students could write about a situation that occurred and analyze it based on what leadership theories were involved and/or which theories would have been a better approach.
Students can write about the leadership theories in their totality or select specific theories of interest that apply to them.
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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Paper
Paper will be 15 - 20 double spaced pages on adult learning theories and leadership principles surrounding a leadership initiative within the student’s home institution or in an educational setting approved by the instructor.
Paper due: February 15, 2022
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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
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Leadership Paper
Title Page
Chapter I. Introduction
Present purpose, roadmap and short summary on the importance of your topic and a short summary of the results
Chapter II. Literature Review
Summarize the information and data from your references
Chapter III. Analysis and Findings
Provide your own analysis of your topic anchored in fact and reason
Chapter IV. Summary, Discussion, and Implications
Summarize the meaning of your analysis
Reference Page
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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Trait Approach
Chapter 2 Overview
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Trait Approach
One of first systematic attempts to study leadership
“Great Man” theories (early 1900s) focused on identifying innate qualities and characteristics possessed by great social, political, and military leaders
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Historical Shifts in Trait Perspective
| Early 1900s | 1930-1950s | 1970s – Early 90s | Today |
| Great Man theories | Traits interacting with situational demands on leaders | Revival of critical role of traits in leader effectiveness | 5 major leadership traits |
| Research focused on individual characteristics that universally differentiated leaders from non-leaders | 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 non-leaders | 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/non-leaders Kirkpatrick & Locke (1991) - 6 traits make up the “right stuff” for leaders | Focused on individual characteristics that universally differentiated leaders from non-leaders |
| Innate qualities | Situations | Personality/behaviors |
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Traits to possess or cultivate if one seeks to be perceived by others as a leader:
Intelligence – Verbal, perceptual, and reasoning capabilities
Self-Confidence – Certainty about one’s competencies and skills
Determination – Desire to get the job done (i.e., initiative, persistence, drive)
Integrity – The quality of honesty and trustworthiness
Sociability – Leader’s inclination to seek out pleasant social relationships
Major Leadership Traits
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
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5-Factor Personality Model & Leadership
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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
5-Factor Personality Model & Leadership
Big Five and leadership study using meta-analysis (Judge et al., 2002)
Results – a strong relationship between personality traits and leadership
Extraversion – factor most strongly associated with leadership
Most important trait of effective leaders
Conscientiousness – 2nd most related factor
Openness – next most related
Low Neuroticism – self confident
Agreeableness – only weakly related to leadership
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Emotional Intelligence & Leadership
Definition
Ability to perceive and:
Apply emotions to life’s tasks
Reason/understand emotions
Express emotions
Use emotions to facilitate thinking
Manage emotions within oneself and relationships
Underlying Premise
People who are more sensitive to their emotions, and their impact on others, will be more effective leaders
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Focus of Trait Approach
Leader
Focuses exclusively on leader
What traits leaders exhibit
Who has these traits
Personality Assessments
Organizations use personality assessments to find “right” people
Assumption – will increase organizational effectiveness
Specific characteristics/traits for specific positions
Personality assessments measure for “fit”
Instruments, e.g. – Leadership Trait Questionnaire, Myers Briggs
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Skills Approach
Chapter 3 overview
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Skills Approach
Perspective
Leader-centered perspective
Emphasis on skills and abilities that can be learned and developed
Definition
Leadership skills – the ability to use one’s knowledge and competencies to accomplish a set of goals and objectives
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
3-Skill Approach
Katz, 1955
Technical skill
Human skill
Conceptual skill
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Skills by Administrative Level
Leaders need all 3 skills, but the relative importance changes based on the level of management.
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Technical Skill
Having knowledge about and being proficient in a specific type of work or activity
Specialized competencies
Analytical ability
Use of appropriate tools and techniques
Involves hands-on ability with a product or process
Most important at lower levels of management
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Human Skill
Having knowledge about and being able to work with people
Being aware of one’s own perspective and others’ perspectives at the same time
Assisting group members in working cooperatively to achieve common goals
Creating an atmosphere of trust and empowerment of members
Important at all levels of the organization
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Conceptual Skill
Ability to do the mental work of shaping the meaning of organizational policy or issues
What company stands for and where it’s going
Works easily with abstraction and hypothetical notions
Central to creating and articulating a vision and strategic plan for organization
Most important at top levels of management
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Skills-Based Model
Individual attributes
Competencies
Leadership outcomes
Career experiences
Environmental influences
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Individual Attributes
| General cognitive ability | Crystalized cognitive ability | Motivation | Personality |
| Person’s intelligence Perceptual processing Information processing General reasoning Creative & divergent thinking Memory | Intellectual ability learned or acquired over time | Three aspects of motivation: Willingness Dominance Social good | Any characteristic that helps people cope with complex organizational situations is probably related to leader performance |
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Competencies
| Problem solving | Social judgment | Knowledge |
| Creative ability to solve new/unusual, ill-defined organizational problems | Capacity to understand people and social systems Perspective taking Social perceptiveness Behavioral flexibility Social performance | Accumulation or information and the mental structures to organize the information |
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Leadership Outcomes
| Problem solving | Performance |
| Criteria = originality and quality of solutions to problem situations Good problem solving involves creating solutions that are: Logical Effective Unique Go beyond given information | Degree to which a leader has successfully performed his/her assigned duties |
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Career Experiences
Experience gained during career influences leader’s knowledge & skills to solve complex problems
Leaders learn and develop higher levels of conceptual capacity if they progressively confront more complex and long-term problems as they ascend the organizational hierarchy
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Career Experiences
Challenging assignments
Mentoring
Appropriate training
Hands-on experience with novelty
Environmental Influences
Factors in a leader’s situation that lie outside of his/her competencies, characteristics, and experiences
Internal environmental influences – outdated technology, skill level of employees
External environmental influences – economic, political or social issues, natural disasters
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Environmental Influences
Internal
External
Focus of Skills Approach
Descriptive
Focus is primarily descriptive – describes leadership from skills perspective
Provides structure for understanding the nature of effective leadership
Principal Research Perspectives
Katz (1955) suggests importance of particular leadership skills varies depending where leaders reside in management hierarchy
Mumford, Campion, & Morgeson (2007) suggest higher levels of all skills needed at higher levels of hierarchy
Mumford, Zaccaro, Harding et al. (2000) suggest leadership outcomes are direct result of leader’s skilled competency in problem solving, social judgment & knowledge
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
