management and successful management. leadership

Management and successful management. Leadership.

WHAT IS LEADERSHIP?

Leadership has been described in many ways by many persons, but there exists no

universally accepted definition.

WHAT IS LEADERSHIP?

Common to many leadership definitions are the following dimensions: Leadership is inherent (Dye, 2000), a learned skill (Dye, 2000; Giuliani, 2002; Maxwell, 2003), adapting principles to circumstances (Patton, 1999), a process that focuses on making organizationalchanges (Kotter, 1990), not controlling people (Autry, 2001), a blend of characteristics and talents that individuals can use to develop into a leader (Lombardi, 2001), and attracting the voluntary commitment of followers to reach for common goals (Krieter et al., 1997; Nanus, 1992; Tichy, 1997).

LEADERSHIP THEORIESAND STYLES

TraitBehavioral (i.e., autocratic, democratic,

and laissez-fare),Situational or contingency-basedTransactionalTransformationalServant-leadership Strengths-based leadership.


Trait Theories The problem with the search for traits of

leaders is that it implies that leaders are born and not made. Individuals without these traits could never be leaders. It also ignores the influence and needs of the employees one is trying to lead. Trait theories focus more on leaders and less on followers.


Recent research suggests that traits do make adifference when categorized into five basic personality

characteristics (Judge et al., 2002): Extroversion—one’s comfort level with relationships;Agreeableness—an individual’s propensity to defer to

others;Conscientiousness—how reliable a person is;Emotional stability—a person’s ability to withstand

stress; Openness to experience—anindividual’s range of

interestsFascination with novelty (Robbins, 2005).


Behavioral TheoriesResearchers have observed three very basic

leadershipstyles: autocratic, democratic, and laissez-faire.Autocratic leaders make all the decisions and allow

for no or very little input from the employees.Democratic leaders consult with their subordinates

and allow them some input in the decision-making process.

Laissez-faire leaders allow employees complete autonomy.


Situational or Contingency-Based Theories

These leadership theories are based on three basic dimensions: task and

relationship orientation and follower readiness (Hersey and Blanchard, 1988).


Task orientation refers to the extent to which a leader engages in one-way communication by defining the roles of individuals and members of the group by explaining (telling or showing or both) what each subordinate is to do, as well as when, where, how much, and by when specific tasks are to be accomplished.

Relationship orientation refers to the extent to which the leader engages in two-way communication, provides socioemotional support, and uses facilitative versus directive efforts of bringing about group change.

Follower readiness or maturity. In this case, maturity is related the group’s or individual’s willingness or ability to accept responsibility for a task and the possession of the necessary training or experience to perform the task.


Each of these dimensions can be located on a continuum that is divided into four

quadrants (Waller, Smith, and Warnock, 1989).


Leader-Member Exchange Theory

This theory suggests that leaders establish special relationships with a small group of followers early on in the tenure of the leader. These individuals make up the leader’s in-group, whereas others are

considered part of the out-group.


Leader-Participation ModelOne of the more recent additions to

contingency based leadership theories relates leadership behavior and

participation in decision making (Vroom and Yetton, 1973). This model assumes

five behaviors that may be feasible given a particular situation.


(1) you solve the problem yourself using the information you have available at the time

(2) you obtain the necessary information from subordinates and then decide on a solution yourself

(3) you share the problem with relevant subordinates individually, getting their ideas and suggestions without bringing them together as a group, and then you make the decision

(4) you share the problem with your subordinates as a group and collectively obtain their ideas and suggestions, and then you make the decision that may or may not reflect your subordinates’ influence

(5) you share the problem with the group and together you generate and evaluate alternatives and attempt to reach consensus on a solution.


Servant-LeadershipServant-leadership is a term coined by

Robert Greenleaf in 1970, and it has been studied and expanded on by other authors,

such as Covey (1998),Autry (2001), and Martin (2002). It is based on the philosophy that an individual’s first desire is to serve.

Later, the individual makes a conscious decision to lead (Greenleaf, 2002).


Strengths-Based LeadershipStrengths-based leadership is based on the

theory of positive psychology. The theory implies that individuals are more effective leaders when they become aware of and

understand their unique talents and capitalize on these strengths (Hendricks,

2001).

QUALITIES OF EFFECTIVELEADERS

Recent authors (Ahoy, 2007; Buckingham, 2005,Maxwell, 1995) have identified five

hallmark characteristicsof effective leaders. These are:

modeling mentoringMotivatingMonitoringmultiplying successes

QUALITIES OF EFFECTIVELEADERS

Additional qualities frequently mentioned by authors include

vision (Ahoy, 2007; Bolman and Deal, 2003), integrity (Maxwell, 1995) communicating a vision effectively (Clifford and Cavanaugh, 1985;Kouzes and Posner,

1987) commitment (Bolman and Deal, 2003; Clifford and Cavanaugh, 1985; Collins, 2001;

W. K. Kellogg Foundation Report, 2000) positive attitude (Maxwell, 1995), confidence (Maxwell, 1995), character (Maxwell, 1995) passion (Bolman andDeal, 2003; Clifford and Cavanaugh, 1985; Collins, 2001),

(Bolman and Deal, 2003 Kotter 1990; Kouzes and Posner, 1987; Nanus, 1992) honesty (Bolman and Deal, 2003), relationship building (Coleman 2002; Kotter 1990;

Kouzes and Posner, 1987; Nanus, 1992) charmisa (Denny, 2002) team spirit (Cureton, 2002) creativity (Dave, 2002), being ethical (Keim, 2002), courage (Haverson, 2002), networking (Malinchak, 2002), self-knowledge (W. K.

Kellogg Foundation Report, 2000) authenticity/integrity (W. K. Kellogg Foundation Report, 2000) empathy/understanding of others (W. K. Kellogg Foundation Report, 2000), competence (W. K. Kellogg Foundation Report, 2000).

Warren Bennis’s 12 Distinctions Between Leaders and Managers

Thank you for attention!

management and successful management. leadership

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