LESSON IN LEADERSHIP

OBJECTIVES

• Explore 7 theories of leadership behavior (Lens/Framework)

• Examine 5 different leadership styles (Application)

• Develop a plan to focus on your own leadership potential

PAIR SHARE

How do you define leadership?

"GREAT MAN" THEORIES

• Great leaders are simply born with the necessary internal characteristics such as charisma, confidence, intelligence, and social skills that make them natural-born leaders.

• “Great Man” theories assume that the capacity for leadership is inherent – that great leaders are born, not made.

• These theories often portray great leaders as heroic, mythic and destined to rise to leadership when needed.

• Why do you think it was called the “Great Man” Theory?

GREAT PERSON

Malala Yousafzai

• As a young girl, Malala Yousafzai defied the Taliban in Pakistan and demanded that girls be allowed to receive an education. She was shot in the head by a Taliban gunman in 2012, but survived and went on to receive the Nobel Peace Prize for her efforts in promoting education.

• What qualities make Malala a good leader?

TRAIT THEORIES

• Trait theories asserts that people inherit certain qualities and traits that make them better suited to leadership.

• Trait theories often identify particular personality or behavioral characteristics shared by leaders.

• What are the limits to Trait Theory?

CONTINGENCY THEORIES

• Focus on particular variables related to the environment that might determine which particular style of leadership is best suited for the situation. According to this theory, no leadership style is best in all situations.

• Success depends upon a number of variables, including the leadership style, qualities of the followers and aspects of the situation

• Emphasizes a leaders ability to understand how they can be effective

• Concerned with the personality traits of the leader

• Task oriented, requiring leaders to focus more on the task they need to accomplish

SITUATIONAL THEORIES

• Propose that leaders choose the best course of action based upon situational variables

• Different styles of leadership may be more appropriate for certain types of decision-making

• Concerned with the leaders behavior based on the followers’ behavior

• Allows the leader to be flexible with the way they handle situations

BEHAVIORAL THEORIES

• Focus on a leaders behaviour and actions, rather than their traits and skills.

• Two Types of Behavior:

• Task Oriented – Focus behaviors on the organizational structure, the operating

procedures and they like to keep control.

• People Oriented – Focus their behaviors on ensuring that the inner needs of the

people are satisfied. Thus they will seek to motivate their staff through emphasizing the

human relation.

MANAGEMENT THEORIES

• Management theories focus on the role of supervision, organization and group

performance.

• These theories base leadership on a system of rewards and punishments.

• Managers vs Leaders

Managers:

• Persons whose influence on others is limited to the appointed managerial authority of their positions

Leaders:

• Persons with managerial and personal power who can influence others to perform actions beyond those that could be dictated by those persons’ formal (position) authority alone.

RELATIONSHIP THEORIES

• Relationship theories focus upon the connections formed between leaders and followers.

• Relational leaders motivate and inspire people by helping group members see the importance and higher good of the task.

• These leaders are focused on the performance of group members, but also want each person to fulfill his or her potential.

PAIR SHARE

Reread your definition of leadership. Which theory/lens were you using to define leadership?

LEADERSHIP STYLESApplication

LEADERSHIP STYLES

Leadership style refers to a leader's characteristic behaviors when directing, motivating,

guiding and managing groups of people.

1. Lewin's Leadership Styles

2. The Transactional Leadership Style

3. The Transformational Leadership Style

4. Hershey and Blanchard's Leadership Styles

5. Daniel Goleman’s Leadership Style

LEWIN'S LEADERSHIP STYLES

• Three Major Leadership Styles:

• Authoritarian Leadership (Autocratic)

• Participative Leadership (Democratic)

• Delegative (Laissez-Faire) Leadership

AUTHORITARIAN LEADERSHIP (AUTOCRATIC)

• Clear expectations for what needs to be done, when it should be done, and how it should be done

• Focused on both command by the leader and control of the followers

• Make decisions independently with little or no input from the rest of the group

• Advantages:• Rapid decision making and decisive actions

• Disadvantages:• Tends to create dysfunctional and even hostile environment

PARTICIPATIVE LEADERSHIP (DEMOCRATIC)

• Group members are encouraged to share ideas and opinions, even though the leader retains the final say over decisions

• Members of the group feel more engaged in the process

• Creativity is encouraged and rewarded• Advantages:

• Better ideas and more creative solutions to problems• Leads to higher productivity among group members

• Disadvantages:• Can lead to communication failures and uncompleted projects• Group members may not have the necessary knowledge or expertise to make quality

contributions to the decision-making process

DELEGATIVE (LAISSEZ-FAIRE) LEADERSHIP

• Very little guidance from leaders

• Leaders provide the tools and resources needed

• Group members are expected to solve problems on their own

• Power is handed over to followers, yet leaders still take responsibility for the groups decisions and actions

• Advantages:• Freedom for followers to make decisions

• Effective in situations where group members are highly skilled, motivated and capable

• Disadvantages:

• Group members may lack the knowledge or experience they need to be effective

• It often leads to poorly defined roles and a lack of motivation

THE TRANSACTIONAL LEADERSHIP STYLE

• Focuses on results, conforms to the existing structure of an organization and measures success according to that organization’s system of rewards and penalties

• Advantages:

• Creates clearly defined roles

• People know what they are required to do and what they will be receiving in exchange for completing these tasks

• Allows leaders to offer a great deal of supervision and direction

• Group members may also be motivated to perform well to receive rewards

• Disadvantage:

• May stifle creativity and out-of-the-box thinking

THE TRANSFORMATIONAL LEADERSHIP STYLE

• Focused on influencing major changes in the attitudes of organization members and building commitment for the organization’s mission, objectives, and strategies

• Advantages:

• Serves to motivate and inspire followers and to direct positive changes in groups

• Commitment to helping the organization achieve its goals, as well as helping group

members

• Higher performance and improved group satisfaction than other leadership styles

• Disadvantages:

• This style requires extended time and investment in group members

HERSHEY AND BLANCHARD'S LEADERSHIP STYLES

• Hershey and Blanchard's Model:

• The Telling/Directing style involves giving orders and expecting obedience, but offers little in the way of guidance and assistance.

• The Selling/Coaching style means giving lots of orders, but leaders also lots of supportive behaviors.

• The Participating/Supporting style, on the other hand, is an approach that offers plenty of help, but very little direction.

• The Delegating style is low in both direction and support.

SITUATIONAL THEORY- HERSHEY & BLANCHARD'S LEADERSHIP STYLES

• Leadership style changes according to the 'situation‘ and in response to the individuals being managed – their competency and motivation

GroupCompetency Lowcompetence Somecompetence Highcompetence Highcompetence

GroupMotivationLowcommitment/

Unableandunwillingorinsecure

Variablecommitment/

Unablebutwillingormotivated

Variablecommitment/Ablebutunwillingor

insecure

Highcommitment/Ableandwillingor

motivated

LeadershipStyle DIRECTIVE(Telling)

COACHING(Selling)

SUPPORTIVE(Participating)

DELEGATORY(Observing)

IDENTIFYING YOUR LEADERSHIP STYLE

Six Basic Leadership Styles (Daniel Goleman): • Commanding – Requires immediate compliance

• Visionary/Authoritative – Mobilizes people toward a vision• Affiliative – Creates harmony and builds emotional bonds• Democratic – Forges consensus through participation

• Pacesetting – Sets high standards for performance and productivity• Coaching – Develops people for future

What leadership style(s) do you identify with the most?

What leadership style(s) would you be the least likely to use?

Can you think of a time when you used one of these styles in a leadership role? Was it effective?

DEVELOPING LEADERSHIP POTENTIAL

• Identifying Your Personality Type

• Understanding Accountability, Responsibility, and Authority

• Improving Your Leadership Skills

IDENTIFYING YOUR PERSONALITY TYPE

ACCOUNTABILITY, RESPONSIBILITY, & AUTHORITY:

Accountability, Responsibility, and Authority:

• Accountability the state of being liable or answerable

• Responsibility (for objects, tasks or people) can be delegated but accountability can not

• A good leader accepts ultimate responsibility

• Will give credit to others when delegated responsibilities succeed

• Will accept blame when delegated responsibilities fail

• Accountability can not operate fairly without the leader being given full authority for the responsibilities

concerned

• Authority is the power to influence or command thought, opinion or behaviour

• Cross-functional team – less authority/greater group participation/more difficult to manage

IMPROVE YOUR LEADERSHIP SKILLS:

• Reflect and identify the skills YOU need to lead effectively and create your action plan to develop

them:

• Strengths, Weaknesses, Opportunities, Threats (SWOT)

• Apply Specific, Measurable, Achievable, Relevant, Time-bound (SMART) targets to your actions

• Ask for feedback from work colleagues, line managers, tutors, your ‘followers’ (e.g. 360 Evaluation)

• Find a mentor – learn from positive leadership role-models

• Attend further leadership and management training or take independent assessments

STRENGTHS, WEAKNESSES, OPPORTUNITIES, THREATS (SWOT)

MEASURABLE, ACHIEVABLE, RELEVANT, TIME-BOUND (SMART)

• Specific: Do you know exactly what you want to accomplish with all the details?

• Measurable: Can you quantify your progress so you can track it? How will you know when you reach your goal?

• Attainable: Is your goal a challenge but still possible to achieve?

• Relevant: Is your goal relevant to your life purpose?

• Timely/Time Bound: Does your goal have a deadline?

"Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realize your own leadership potential."

Prof.Warren Bennis