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‘Leadership Style and the Effect on Individual and Group Behaviour’
Dr Hilary McDermottSchool of Sport, Exercise and Health Sciences
Loughborough University
Overview
Styles of leadership Participative / Directional Leadership Leadership Style / Individual Performance Leadership style / Group Performance
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Task behaviour / relationship behaviour No ‘single’ style of leadership Effective leadership varies
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Situational
Situational Leadership (Hersey & Blanchard, 1988)
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Supporting Coaching
Delegating Directing
Task Behaviour
Situational Leadership (Hersey & Blanchard, 1988)
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Supporting Coaching
Delegating Directing
Task Behaviour (Directive)
How does leadership style affect individual task performance?
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Individual Task Performance
Motivation / Performance Extrinsic rewards Intrinsic rewards
Delegation of responsibility to a team member not prepared to handle the responsibility can frustrate the team member. A frustrated team member often lacks motivation.
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Motivation
Motivation / Performance Extrinsic rewards Intrinsic rewards
Delegation of responsibility to a team member not prepared to handle the responsibility can frustrate the team member. A frustrated team member often lacks motivation.
Match the development level with an appropriate leadership style
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Motivation
Stress a state of mental or emotional strain or tension
resulting from adverse or demanding circumstances (HSE, 2012)
Lopez et al (2011) The more ‘considerate’ the leader, the less
self-reported stress among team members. The more ‘task-oriented’ the leader, the more ‘emotionally exhausted’ the team members feel.
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Stress
How does leadership style affect group performance?
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Individual Task Performance
Conflict resolution – power can be used in a negative or positive manner Coercive power
Can enhance conflict Referent power
‘positive strokes’ (Benfari et al., 1986)
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Conflict
Directive leadership: can stifle creativity ignores available expertise smothers motivation
Is effective When time is short When group members can not agree on a
decision.
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Directive / Participative
Participative leadership: can lead to effective decisions
Pasmore & Friedlander (1982) Work injuries and poor productivity
Inadequate training, repetitive movements and poor relationships with supervisors
Employees led interventions Increased productivity and a decline in reported injuries
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Directive / Participative
