presentation leadership theories

8/11/2019 Presentation Leadership Theories

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EDU 3083

Examine various managerial leadershiptheories and discuss how far the theories

are applicable in the educationalscenario.


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Todays lesson:

1. Overview about the managerial

leadership theories.

2. What is your opinion, if...

3. Achievement of a teacher leader.


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Managerial

Leadership Theories


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What is leadership?

Leading people

Influencing people

Commanding people

Guiding people


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Leadership is the art or process of

influencing people so that theywill strive willingly and

enthusiastically toward theachievement of group goals .

Definition of leadership:


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Leadership is the ability of a superior

to influence people the behavior ofa subordinate or group and

persuade them to follow a

particular course of action.



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If your actions inspire others

to dream more , learn more ,

do more and become more ,

you are a leader.J - John Quincy Adams



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Management

Promotesstability, orderand problemsolving withinexistingorganizationalstructure and

systems

Leadership

Promotes vision,

creativity, andchange

M L

Takes care of where you

are.

Takes you to a new

place.

Management Vs. Leadership:


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Managers vs Leaders:

ManagersFocus on things

Do things rightPlanOrganize

DirectControlFollow the rules

LeadersFocus on people

Do the right thingsInspireInfluence

MotivateBuildShape entities


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Before we start lets watchthis:

Ten leadership theories

in five minutes
http://localhost/var/www/apps/conversion/tmp/scratch_5/16%20-%20LEADERSHIP%20THEORIES.mp4http://localhost/var/www/apps/conversion/tmp/scratch_5/16%20-%20LEADERSHIP%20THEORIES.mp4http://localhost/var/www/apps/conversion/tmp/scratch_5/16%20-%20LEADERSHIP%20THEORIES.mp4http://localhost/var/www/apps/conversion/tmp/scratch_5/16%20-%20LEADERSHIP%20THEORIES.mp4http://localhost/var/www/apps/conversion/tmp/scratch_5/16%20-%20LEADERSHIP%20THEORIES.mp4


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Leadership Theories

Early Leadership

Theories

Trait Theories BehaviouralTheoriesContingency

Theories

The Fiedler Model

Hersey andBlanchardsSituational

Leadership Theory

Path-Goal Theory

Contemporary Views of

Leadership

Transformational Transactional

Leadership

Charismatic VisionaryLeadership

Team Leadership


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Historical Leadership Theories:

1. Traits theories (1930s).

2. Behavioral Theories (1940s &1950s)3. Contingency theories (1960s &1970s).


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Trait Theories:

According to great man leadership theories effective leaders

are born not made.

In traits research examined the physical (height), mental

(intelligence), social (personality), and characteristics of

individual.

Ralph Stogdill in 1948s concluded that existing research had

not demonstrated the utility of traits approach.


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ASSUMPTION 1: People are born

with inherited traits.

ASSUMPTION 2: Some traits areparticularly suited toleadership.

Trait Theories:


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DOMINATING

SELF CONFIDENT

ENERGETIC

Trait Theories:


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ALERT TO SOCIALENVIRONMENTS

COOPERATIVE

AMBITIOUS

Trait Theories:


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DECISIVE

PERSISTENCE

DEPENDABLE

Trait Theories:


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DOMINATING

TOLERANCE TOSTRESS

ACHIEVEMENTORIENTATION

Trait Theories:


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Lets watch this

A story leaders care
http://localhost/var/www/apps/conversion/tmp/scratch_5/2-%20TRAIT%20THEORY.mp4http://localhost/var/www/apps/conversion/tmp/scratch_5/2-%20TRAIT%20THEORY.mp4http://localhost/var/www/apps/conversion/tmp/scratch_5/2-%20TRAIT%20THEORY.mp4http://localhost/var/www/apps/conversion/tmp/scratch_5/2-%20TRAIT%20THEORY.mp4http://localhost/var/www/apps/conversion/tmp/scratch_5/2-%20TRAIT%20THEORY.mp4http://localhost/var/www/apps/conversion/tmp/scratch_5/2-%20TRAIT%20THEORY.mp4http://localhost/var/www/apps/conversion/tmp/scratch_5/2-%20TRAIT%20THEORY.mp4


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Behavioral Theories

Behavior of effective leaders are

different from the behavior ofineffective leaders. It is more

important than the physical, mentaland social traits.


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University of Iowa Studies (Kurt Lewin)

Identified three leadership styles:

Autocratic style: centralized authority, low participation

Democratic style: involvement, high participation, feedback

Laissez faire style: hands-off management

Research findings: mixed results

No specific style was consistently better for producing better

performance

Employees were more satisfied under a democratic leader than an

autocratic leader.

Behavioral Theories


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Ohio State Studies

Identified two dimensions of leader behavior:

Initiating structure: the role of the leader in defining his or her role

and the roles of group members

Consideration: the leaders mutual trust and respect for group

members ideas and feelings.

Research findings: mixed results High-high leaders generally, but not always, achieved high group

task performance and satisfaction.

Evidence indicated that situational factors appeared to strongly

influence leadership effectiveness.

Behavioral Theories


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University of Michigan Studies

Identified two dimensions of leader behavior

Employee oriented: emphasizing personal relationships

Production oriented: emphasizing task accomplishment

Research findings:

Leaders who are employee oriented are strongly associatedwith high group productivity and higher job satisfaction.

Behavioral Theories


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Managerial Grid

Appraises leadership styles using two dimensions:

Concern for people

Concern for production

Places managerial styles in five categories:

Impoverished management

Task management

Middle-of-the-road management

Country club management

Team management

Behavioral Theories


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TRAIT THEORY BEHAVIOURAL THEORY

Believes people are born to be leaders. Believes people are made to be leaders.

Uses characteristics of past successfulor unsuccessful leaders to evaluatesuccess of potential leaders.

People can learn to be leaders throughrole playing or role acting.

Process is appealing, but problem ariseswith proving principals.

Behaviour is easier to teach than traitsand capabilities.

Approach is often challenged byopposition.

Approach is widely used in leadershiptraining.


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The corporate world is filled with stories of leaders

who failed to achieve greatness because they failed to

understand the context they were working with.

Contingency theories look at defining leadership style

and the situation, and it attempts to answer the if-then contingencies (that is, if this is the context of the

situation, then this is the best leadership style to use)

Contingency Theories:


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The Fiedler Model:

Developed by Fred Fiedler.

Proposed that effective group performance dependedon properly matching the leaders style and the amount

of control and influence in the situation.

Premise Certain leadership style would be most

effective in different types of situation.


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The Fiedler Model:

There are three basic steps:

1. Identifying leadership styles.

2. Defining the situations.

3. Matching the leaders and situations.


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Fiedler believes a key factor in leadership success is

the individuals basic leadership style.

So he created the Least Prefer Co-worker (LPC)

Questionnaire

An instrument that tells to measure whether a person is

task or relationship oriented

1. Identifying leadership styles


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The final score is the total of the numbers circled on

the 18 scales:

- 57 or less = Low LPC (task motivated)

- 58-63 = Middle LPC (socio-independent leaders, self

directed and not overly concerned with the task or

with how others view them)

- 64 or above = High LPC (motivated by relationships)

1. Identifying leadership styles


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Fiedler identified three contingency dimensions that

define the key situational factors:

1.Leader-member relations:The degree of confidence, trust, and respect, members have in the leader; rated as

either good or poor.

2.Task structure:The degree to which the job assignments are formalized and structured; rated as eitherhigh or low.

3.Position Power:The degree of influence a leader has over power variables such as hiring, firing,

promotion, etc; rated as either strong or weak.

2. Defining the situations.


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Each leadership situation was evaluated in terms of

these three contingency variables, which when combined

produced eight possible situations that were either

favourable or unfavourable for the leader

3. Matching the leader and thesituations.


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Two ways in which to improve leader

effectiveness:

1. Change the leader to fit the situation

2. Change the situation to fit the leader

The Fiedler Model:


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H d Bl h d


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This model is also called situational leadership theory (SLT).

A contingency theory that focuses on the followers readiness.

Why focus on the follower?Reflects the reality that it is the follower who accept or reject the leader.

Regardless of what a leader does, the groups effectiveness depends on the

actions of the follower.

What is meant by the term readiness?The extent to which people have the ability and willingness to accomplish a

specific task.

Hersey and BlanchardsSituational Leadership Theory:

H d Bl h d


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It is a paternal model:

As the child matures, the adult releases more and

more control over the situation.As the workers become more ready, the leader

becomes more laissez-faire.

Leaders must relinquish control over and contact

with followers as they become more competent.


H d Bl h d


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Creates four specific leadership styles incorporating

Fiedlers two leadership dimensions:

Telling: high task-low relationship leadership

Selling: high task-high relationship leadership

Participating: low task-high relationship leadership

Delegating: low task-low relationship leadership


H d Bl h d


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Posits four stages of follower readiness:

R1 - Followers are unable and unwilling.R2 - Followers are unable but willing.

R3 - Followers are able but unwilling.

R4 - Followers are able and willing.


H d Bl h d


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LEADERSHIP STYLES FOLLOWERS READINESS

R1 unable and unwilling to do a task Telling

R2 unable and willing Selling

R3 able and unwilling Participating

R4 able and willing Delegating


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Lets watch these

Overview of slt

Slt featuring paul hersey
http://localhost/var/www/apps/conversion/tmp/scratch_5/5-%20SITUATIONAL%20LEADERSHIP%20-%20OVERVIEW.mp4http://localhost/var/www/apps/conversion/tmp/scratch_5/7-%20SITUATIONAL%20LEADERSHIP%20-%20PAUL%20HERSEY.mp4http://localhost/var/www/apps/conversion/tmp/scratch_5/7-%20SITUATIONAL%20LEADERSHIP%20-%20PAUL%20HERSEY.mp4http://localhost/var/www/apps/conversion/tmp/scratch_5/7-%20SITUATIONAL%20LEADERSHIP%20-%20PAUL%20HERSEY.mp4http://localhost/var/www/apps/conversion/tmp/scratch_5/7-%20SITUATIONAL%20LEADERSHIP%20-%20PAUL%20HERSEY.mp4http://localhost/var/www/apps/conversion/tmp/scratch_5/7-%20SITUATIONAL%20LEADERSHIP%20-%20PAUL%20HERSEY.mp4http://localhost/var/www/apps/conversion/tmp/scratch_5/7-%20SITUATIONAL%20LEADERSHIP%20-%20PAUL%20HERSEY.mp4http://localhost/var/www/apps/conversion/tmp/scratch_5/7-%20SITUATIONAL%20LEADERSHIP%20-%20PAUL%20HERSEY.mp4http://localhost/var/www/apps/conversion/tmp/scratch_5/5-%20SITUATIONAL%20LEADERSHIP%20-%20OVERVIEW.mp4


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Developed by Robert House.

States that the leaders job is to assist his or her

followers in attaining their goals and to providedirection or support to ensure their goals are

compatible with organizational goals.

The theory takes the key elements from the

expectancy theory of motivation.

Path Goal Theory


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Path Goal Theory

It is about how leaders motivate subordinates to

accomplish designated goals.

The stated goal of leadership is to enhance employeeperformance and employee satisfaction by focusing on

employee motivation

By reducing roadblocks and pitfalls.

The leader must use a style that best meets the

subordinates motivational needs.


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Leaders assume different leadership styles at different times

depending on the situation:Directive leader

Let the workers know whats expected of them, schedules work to be

done, and gives specific guidance.

Supportive leader

Shows concern for the needs of the followers and is friendly.

Participative leader Consults with group members and uses their suggestions before making a decision.

Achievement oriented leader Sets challenging goals and expects followers to perform at their highest level.

Path Goal Theory


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Path Goal Theory


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Transformational


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Transactional Leader:

Leaders who lead primarily by using social

exchanges (or transaction).

Leaders who guide or motivate their followers in

the direction of established goals by exchanging

rewards for their productivity.

Transformational Transactional Leadership


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Lets watch these

Transactional leadership

The leaders expectations

Transformational
http://localhost/var/www/apps/conversion/tmp/scratch_5/13%20-%20TRANSACTIONAL%20LEADERSHIP.mp4http://localhost/var/www/apps/conversion/tmp/scratch_5/14%20-TRANSACTIONAL%20LEADERSHIP%20-%20STORY.mp4http://localhost/var/www/apps/conversion/tmp/scratch_5/14%20-TRANSACTIONAL%20LEADERSHIP%20-%20STORY.mp4http://localhost/var/www/apps/conversion/tmp/scratch_5/13%20-%20TRANSACTIONAL%20LEADERSHIP.mp4


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Transformational Leader:

Leaders who inspire followers to transcend their

own self-interests for the good of theorganization by clarifying role and task

requirements.

Leaders who also are capable of having a profound

and extraordinary effect on their followers.


Transformational


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Transformational Leaders Characteristics:

1. Pay attention towards the concerns and developmental

needs of individual followers.

2. Help followers to see things and problems in a new

perspectives.

3. Inspire followers to exert extra effort to achieve

group goals.

4. More effective, higher performers, and more

promotable.



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Lets watch this

Transformational leadership

Transformational
http://localhost/var/www/apps/conversion/tmp/scratch_5/12%20-%20TRANSFORMATIONAL%20LEADERSHIP.mp4http://localhost/var/www/apps/conversion/tmp/scratch_5/12%20-%20TRANSFORMATIONAL%20LEADERSHIP.mp4


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Transactional and transformational leadership shouldnt

be viewed as opposing approaches to getting things done.

Transformational leadership develops from transactionalleadership.

Transformational leadership produces levels of employee

effort and performance that go beyond what would occur

with a transactional approach alone.


Transformational


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To aid your understanding, lets

watch this

Transaction vs. transformation

http://localhost/var/www/apps/conversion/tmp/scratch_5/15%20-%20TRANSACTION%20VS%20TRASFORMATION.mp4http://localhost/var/www/apps/conversion/tmp/scratch_5/15%20-%20TRANSACTION%20VS%20TRASFORMATION.mp4


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Charismatic Visionary


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Charismatic Leader:

An enthusiastic, self-confident leader whose

personality and actions influence people to behavein certain ways.




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Characteristics of a charismatic leader:

1. Have a vision

2. Are able to articulate the vision

3. Are willing to take risks to achieve the vision

4. Are sensitive to the environment and follower

needs

5. Exhibit behaviors that are out of the ordinary




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Visionary Leader:

A leader who creates and articulates a realistic,

credible, and attractive vision of the future thatimproves upon the present situation.




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Visionary leaders have the ability to:

Explain the vision to others

Express the vision not just verbally butthrough behavior

Extend or apply the vision to different

leadership contexts



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Team Leaders Characteristics:

Have patience to share information.

Able to trust others and to give up authority.

Understand and know when to intervene.

Team Leadership


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Team Leaders Job:

Manage the teams external boundary

Facilitate the team process;o Coaching, facilitating, handling disciplinary

problems, reviewing team and individual

performance, training, and communication

Team Leadership


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Team Leaders Roles:

Liaison with external constituencies

Troubleshooter

Conflict manager

Coach

Team Leadership


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What is your opinion?

Which theory will you choose if you ar

a. Headmasterb. Teacher

Give your justification.


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Teacher s Role Model 2014

Teachers role model

2014

ll
http://localhost/var/www/apps/conversion/tmp/scratch_5/17%20-%20TOKOH%20GURU.mp4http://localhost/var/www/apps/conversion/tmp/scratch_5/17%20-%20TOKOH%20GURU.mp4http://localhost/var/www/apps/conversion/tmp/scratch_5/17%20-%20TOKOH%20GURU.mp4http://localhost/var/www/apps/conversion/tmp/scratch_5/17%20-%20TOKOH%20GURU.mp4http://localhost/var/www/apps/conversion/tmp/scratch_5/17%20-%20TOKOH%20GURU.mp4


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Finally...

L eadership is a

combination of characterand competence; of who

you are and what you cando.


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presentation leadership theories

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