Theories Theories Trait

Agenda

• Agenda

• Leadership Styles
• Management Style
• Leadership Theories
• Contingency Approach
• Transformational vs. Transactional Leadership
• Leadership vs. Management

Theories

• Theories

• Trait theories
• What personal qualities are required for leadership?
• Style theories
• How leadership works
• Situational theories
• How the situation affects leadership

Trait Theories

• Trait Theories

• Hundreds of theories but only 5 traits keep reappearing:
• Intelligence – above average, not genius
• Initiative – independence and inventiveness
• Self assurance – self confidence, self esteem
• Helicopter ability to give overview
• Good health

Leadership Styles

• Leadership Styles

Management Style

• Management Style

Contingency Approach

• Contingency Approach

• John Adair’s Action-centred Leadership
• Fred Fiedler’s Contingency Theory
• Vroom and Yetton Contingency Model

Action – Centered Leadership

• Action – Centered Leadership

• Action in one area affects the others

Fred Fiedler’s Contingency Theory

• Fred Fiedler’s Contingency Theory

Fred Fiedler’s Contingency Theory

• Fred Fiedler’s Contingency Theory

• For instance, imagine that you've just started working at a new company, replacing a much-loved leader who recently retired. You're leading a team who views you with distrust (so your Leader-Member Relations are poor). The task you're all doing together is well defined (structured), and your position of power is high because you're the boss, and you're able to offer reward or punishment to the group.
• The most effective leader in this situation would be high LPC – that is, a leader who can focus on building relationships first.
• Or, imagine that you're leading a team who likes and respects you (so your Leader-Member relations are good). The project you're working on together is highly creative (unstructured) and your position of power is high since, again, you're in a management position of strength. In this situation, a task-focused leadership style would be most effective.

Vroom and Yetton Contingency Model

• Vroom and Yetton Contingency Model

• Decision acceptance increases commitment and effectiveness of action.
• Participation increases decision acceptance.
• A1: Leader takes known information and then decides alone.
• A2: Leader gets information from followers, and then decides alone.
• C1: Leader shares problem with followers individually, listens to ideas and then decides alone.
• C2: Leader shares problems with followers as a group, listens to ideas and then decides alone.
• G2: Leader shares problems with followers as a group and then seeks and accepts consensus agreement.

Transactional vs. Transformational

• Transactional vs. Transformational

• Transformational leader:
• Make subordinates aware of how important their jobs are by providing feedback to the worker.
• Make subordinates aware of their own need for personal growth and development.
• Empowerment of workers, added training help.
• Motivate workers to work for the good of the organization, not just themselves.
• Transactional leader:
• Involves managers using the reward and coercive power to encourage high performance.
• Managers who push subordinates to change but do not seem to change themselves are transactional.
• The transactional manager does not have the “vision” of the Transformational leader.

Management vs. Leadership

• Management vs. Leadership

• Leadership is more than just management
• Focuses more on people than task
• Requires ability to motivate and inspire
• Has capacity for independent vision
• Management is more than just leadership
• Requires a wider range of skills
• Responsible for task and people
• Needs to work within organisational objectives

Leading vs. Managing

• Leading vs. Managing

Managerial Styles

• Managerial Styles

Reading

• Reading

• Mullins L.J. Management and Organizational Behaviour 5th edition, Prentice Hall, 1999
• Patsula P.J. Successful Business Planning, 3rd edition, Patsula Media, 2007
• Covey S. The Seven Habits of Highly Effective People (1989)
• EMERALD MANAGEMENT eJournals