Leadership Theory and Practice

Leaders and Managers

Managers do the Things Right

Leaders do the Right Things

    

BUT

Historical Development of Leadership• War Theory - Sun Tzu’s treatise - ‘by one who aspires to be a leader in war management, for the eyes of a leader in state governance’

• Great Man Theory - study of already great leaders, often aristocracts -led

to the idea that leadership comes from breeding

• Grid Theory - said Leaders may be concerned for their people and also

have some concern for the work to be done

• Style Theory - identified four main styles of leadership; Exploitive authoritative, Benevolent authoritative, Consultative, and Participative,

• Path/Goal Theory - said Leaders encourage followers by making the path

easy, removing roadblocks, and increasing rewards

• Servant Theory - said servant Leaders put other people's needs,

aspirations and interests above their own • Transformational Theory - defined Leadership in terms of how the leader affects followers

Autocratic/Democratic styles

Tell

Sell

Consult

Join

Task and Process styles

Concern for task

Concern for process

0 1 2 3 4 5 6

6

5

4

3

2

1

3-D Styles

missionary compromiser

deserter autocrat

developer executive

bureaucratbenevolentautocrat

relationshiporientation

taskorientation

effectiveness

Action-centred Leadership

TEAM

TASK

INDIVIDUAL

Servant Leadership -Ten characteristics

1. Listening 2. Empathy3. Healing4. Awareness5. Persuasion6. Conceptualisation 7. Foresight8. Stewardship9. Commitment to the growth of people10. Building community

Transformational Leadership Articulate a compelling vision of the future

Use stories and symbols to communicate their vision

Specify the importance of strong sense of purpose and collective mission

Talk optimistically and enthusiastically and express confidence about goals

Engender the trust/respect by doing the right thing and not doing things right

Instil pride in employees for being associated with them

Talk about their most important values and beliefs

Consider the moral and ethical consequences of decisions

Seek different perspectives when solving problems

Get employees to challenge old assumptions and think in new ways

Spend time teaching and coaching

Consider each individual employee’s different needs, abilities and aspirations

Be compassionate, appreciative and responsive, recognising employee’s achievements

 

Leadership Paradox

Total Ego No Ego

Autocrat

Leader

Ambiguity

Delegator

Manager

Perfection

Oral Written

Complexity Simplicity

Big Small

Patient Impatient

Leading in Situations

Tell – fundamental strategy decisions or emergencies

Sell – situations where decisions need to be sold to employees

Consult – difficult personnel issues which need negotiations

Join – changing organisational climate/behaviour

Transforming through Leadership

1. Developing and providing a Vision

2. Giving Meaning to the vision

3. Enabling Trust and Belief

4. Having Self-awareness