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Leadership[1]
- 1. Steve AstringerKate CurranShanheLuChristina MorelliKyle Sargis
- 2. Situational Leadership TheoryModelProposed by Paul Hersey and Kenneth BlanchardTheory states that leaders should adjust their leadership style depending on the readiness of the followersMangers should be flexible in choosing a leadership behavior style and be sensitive to the readiness level of their employeesReadiness- extent to which a follower possesses the ability and willingness to complete a task
- 3. Situational Leadership TheoryModelHigh readiness: high ability, skills, and willingness to workLow readiness: low ability, training, and willingnessBoth require a different leadership styleAppropriate style is found by cross-referencing follower readiness (high-low) with 1 of 4 leadership styles: telling, selling, participating, delegating
- 4. How the SituationalLeadership Model WorksLeadership styles- relationship behavior plus task behaviorRelationship behavior: extent which leaders maintain personal relationships with followers Task behavior: extent which leaders organize and explain the role of their followers
- 5. Four Leadership StylesTelling:guiding and directing of performanceWorks best for followers with low level of readinessSelling: explaining decisions and persuading others to follow a course of actionWorks best for followers who are unable but willing to assume task responsibility
- 6. Four Leadership StylesDelegating:providing subordinates with little support or directionWorks best for followers who have a high level of readiness, both able and willing to perform tasks Participating: encouraging followers to solve problems on their ownWorks best for followers whose readiness is in the moderate to high range
- 8. Does the Hersy-BlanchardModel Work?Model is widely used as a training toolIsn’t strongly supported by scientific researchStudies done where leadership effectiveness wasn’t attributed to the predicted interaction between follower readiness and leadership styleMangers should exercise discretion when using this model
- 9. QuizWhat are thefour leadership styles?What’s the name of the theory that Hersey and Blanchard created?What are the two things the model suggest managers should be?As a manager you need to have an understanding of the ______ of your followers.True or False: The Situational leadership model is widely used as a training tool and strongly supported by scientific research.
- 10. Trait Theory ofLeadershipAn early approach to explain leadership. Trait theories focus on identifying characterstics to distinguish leaders from followers.Attempted to uncover the leader behaviors that resulted in higher work group performance.
- 11. Trait Theory continuedTraittheory is the successor to what was called the “Great Man” theory of leadership.Trait theorists believe that leadership traits were not innate but could be developed through experience and learning.These leader traits are physical or personality characteristics that can be used to differentiate leaders from followers.
- 12. Leadership PrototypesA leadershipprototype is a mental representation of the traits an behaviors that people believe are possessed by leaders.People tend to perceive others as leaders when they display traits that are consistent with these prototypes.Results have demonstrated that these traits include intelligence, masculinity and dominance.However, these prototypes are culturally based, therefore they change and are not uniform from nation to nation.
- 13. Stogdill’s and Mann’sFindingsRobert Stogdill in 1948 and Richard Mann in 1959 sought to understand the impact of leadership traits.Stogdill deduced that there were five traits that differentiated leaders from followers:IntelligenceDominanceSelf-confidenceLevel of energyTask-relevant knowledge
- 14. Stogdill’s and Mann’sFindings continuedMann identified seven categories of personality traits and summarized that intelligence was the best predictor of leadership.Both Mann and Stogdill’s work was not proven to be entirely true. The overall pattern of findings suggested that these traits were not able to accurately predict who became leaders and who remained as followers.
- 15. Kouzes and Posner’sResearchJames Kouzes and Barry Posner also attempted to identify the most important leadership qualities.They surveyed over 20,000 people around the world with the question, “What values (personal traits or characteristics) do you look for and admire in your superiors?”The top four answers includedHonestyForward-lookingInspiringCompetent
- 16. Kouzes and Posner’sResearch continuedKouzes and Posner concluded that these traits constituted a leaders credibility.Therefore, employees would like their superiors to be credible and have a sense of direction as to where they are leading the company.Leaders who possess these qualities will often encourage and reinforce integrity at work, resulting in more honesty with employees and external constituents.
- 17. Traits of PoorLeadersIncompetent- __________________________Rigid- ________________________________Intemperate- __________________________Callous- ______________________________Corrupt- ______________________________Insular- _______________________________Evil-__________________________________
- 18. Gender and LeadershipIncreasewomen workforceWomen leaders use more participative styleMen use more directive styleWomen scored a more effective grade
- 19. Goleman’s Research onEmotional IntelligenceEmotional IntelligenceDefinition: It is the ability to manage oneself and one’s relationship in mature and constructive ways. Components:Self-awareness, Self-regulation, Motivation, Empathy, and Social skill. Is emotional intelligence significantly associated with leadership effectiveness?There’s not enough research published to substantiate Goleman’s this conclution.Political Intelligence A recently proposed leadership trait and represents an offshoot of emotional intelligence. Leaders use power and intimidation to push followers in the pursuit of an inspiring vision and challenging goals. They tend to be effective when faced with stagnant and change resistant situation.
- 20. Judge’s Research: Twometa-analysis on the subject of traits and leadership.1. Big Five Personality Traits V.S. Leadership Emergence and Effectiveness.most consistently and positively Extraversion Big Fivepositively ConscientiousnessOpennessAgreeableness Neuroticism2. Intelligence V.S. Leadership Effectiveness.Intelligence was modestly related to leadership effectiveness.Conclusion: Personality is more important than intelligence when selecting leaders.
- 21. Takeaways from TraitTheoryOrganization may want to include personality and trait assessments into selection and promotion process.
- 22. Management development programscan be used to enhance employees leadership traits.Behavioral Styles Theory
- 23. IntroductionThis phase ofleadership began during World War II in efforts to develop better military leaders.CausesThe trait theory was unable to explain leadership effectivenessThe Human Relations movement
- 24. The Ohio StateStudiesStudy derived from a list of behaviors exhibited by leadersTwo dimensions of leader behaviorConsiderationInitiating Structure
- 25. ConsiderationInvolves leader behaviorassociated with creating mutual respect or trustFocus on concern for Group members’ needs and desires
- 26. Initiating StructureLeader behaviorthat organizes and defines what group members should be doing to maximize output.
- 27. Four Leadership StylesLowStructure, high considerationLess emphasis on structuring employee tasks while the leadership concentrates on satisfying employee needs and wantsLow structure, low considerationThe leader fails to provide necessary structure and demonstrates little consideration for employee needs and wantsHigh structure, high considerationThe leader provides a lot of guidance about how tasks can be completed while being highly considerate of employee needs and wantsHigh structure, low considerationPrimary emphasis is placed on structuring employee tasks while the leader demonstrates little consideration for employee needs and wants
- 28. University of MichiganStudiesGoal: to identify behavioral differences between effective and ineffective leadersResults: Two different styles of leadershipEmployee centeredJob centered
- 29. ConclusionsEffective leaders:Have supportiveor employee-centered relationships with employeesUse group rather than individual methods of supervisionSet high performance goals
- 30. Takeaways from BehavioralStyles TheoryLeaders are born, not madeOpposite of Trait TheoryLeader behaviors can be systematically improved and developedNo best style of leadershipDepends on situation at handThere is a difference between how frequently and how effectively managers exhibit various leadership behaviors
- 31.