early theories of leadership .ppt

8/18/2019 early theories of leadership .ppt

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Lecture 2Lecture 2

Early LeadershipEarly Leadership Theories Theories


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Are Leaders Born or

Made?


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3

What Is Leadership?

■ Many theories (trait, behavioral, etc.)

■ Is it the sae as ana!eent?

■ A de"inition o" leadership

■ #oral and in"oral leaders

■ Leadership and ana!eent


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$

%arly &heories o" Leadership


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'

The 3 Leadership TheoryThe 3 Leadership Theory

Classifications IncludeClassifications Include::

The 3 Leadership TheoryThe 3 Leadership Theory

Classifications IncludeClassifications Include::

TraitTrait

BehavioralBehavioral

ContingencyContingency


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■ &rait theories■ Is there a set o" characteristics

that deterine a !ood leader?

* +ersonality?

* oinance and personal presence?

* -harisa?

* el" con"idence?

* Achieveent? * Ability to "or/late a clear vision?


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■ &rait theories * Are s/ch characteristics

inherently !ender biased?

* o s/ch characteristicsprod/ce !ood leaders?

* Is leadership ore than /st brin!in! abo/t chan!e?

* oes this iply that leaders are born not bred?


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Trait Theory Trait Theory

Leadership TraitsLeadership Traits represent the personal characteristicsthat diferentiate leaders rom ollowers.

• Historic fndings reveal that leaders and ollowersHistoric fndings reveal that leaders and ollowersvary by vary by - intelligence- dominance- sel-condence- level o energy and activity- task-relevant knowledge

• Contemporary fndings show that Contemporary fndings show that - people tend to perceive that someone is a leader when he or she ehi!its traits associated with intelligence" masculinity"and dominance- people want their leaders to !e credi!le- credi!le leaders are honest" orward-looking" inspiring" and competent


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Trait Theory #continued$ Trait Theory #continued$

•Gender and leadershipGender and leadership- men and women were seen as displaying moretask and social leadership" respectively

- women used a more democratic or participativestyle than men" and men used a more autocraticand directive style than women

- men and women were e%ually assertive

- women eecutives" when rated !y their peers"managers and direct reports" scored higher thantheir male counterparts on a variety oefectiveness criteria


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5reat Man (+erson) Approach

o/!ht to identi"y

the traits e""ective

leaders possessed


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99Traits of Traits of

EffectiveEffectiveLeadersLeaders

IntegrityIntegrity

FlexibilityFlexibility

ensitivityto others

ensitivityto others

IntelligenceIntelligence

Locus ofControl

Locus ofControl

!igh energy!igh energy

"o#inance"o#inance

elf$confidentelf$confident

tabilitytability


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7ey Leadership &raits to

evelop■ el"8-on"idence■ &r/st9orthiness

■ Assertiveness■ %otional tability■ ense o" :/or ■ el"8A9areness and el"8;bectivity

■ -o!nitive


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&rait &heories

Liitations

= >o /niversal traits "o/nd that predict leadership

in all sit/ations

= nclear evidence o" the ca/se and e""ect o"

relationship o" leadership and traits

=Better predictor o" the appearance o" leadershipthan distin!/ishin! e""ective and ine""ective

leaders

Liitations

= >o /niversal traits "o/nd that predict leadership

in all sit/ations

= nclear evidence o" the ca/se and e""ect o"

relationship o" leadership and traits

= Better predictor o" the appearance o" leadership

than distin!/ishin! e""ective and ine""ectiveleaders


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1$

Leadership


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■ Behavio/ral &heory■ Iply that leaders can be trained * "oc/s on

the 9ay o" doin! thin!s

* tr/ct/re based behavio/ral theories * "oc/s on

the leader instit/tin! str/ct/res * tas< orientated * @elationship based behavio/ral theories * "oc/s

on the developent and aintenance o"

relationships * process orientated


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Io9a tate niversity

Leadership tyles

A/tocratic...........................eocratic


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&he niversity o" Michi!an

;ne8iensional &9oLeadership tyles Model

ob -entered........%ployee -enteredob -entered........%ployee -entered


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&ypes o" Leadership tyle


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■ A/tocratic

* Leader a


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■ eocratic■ %nco/ra!es decision a


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■eocratic * May help otivation and involveent * Wor


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■ LaisseD8#aire * ELet it beF * the leadership responsibilitiesare shared by all

* -an be very /se"/l in b/sinesses

9here creative ideas are iportant

* -an be hi!hly otivational,as people have control over their 9or


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The Ohio State & University ofThe Ohio State & University of

MichiganMichigan

Two-Dimensional LeadershipTwo-Dimensional LeadershipStylesStyles

Ohio State UniversityHigh

Low Structure High Structure

and and

High onsideration High

onsideration

Low Structure High

Structure

and and

Low onsideration Low

onsiderationLow

!nitiating StructureLow Hi h

O

"

S

!

D

#

$

%

T

!

O

"

3$%


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la'e( Mouton( and Mcansela'e( Mouton( and McanseLeadership )ridLeadership )rid

OO

""

##

$$""

--

**

##

OO

**

LL##

+ O"#$" for *$ODUT!O"O"#$" for *$ODUT!O" ,Low

High

Low

High

+(,ountry lu

+(+ ,(+

,(,

.(.

I#poverished

Tea# Leader

&iddle of the 'oad

(uthority$Co#pliance

3$)


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-ontin!ency-ontin!ency

LeadershipLeadership

&heories&heories

6'


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Follo*ersFollo*ersCapability

&otivation

Follo*ersFollo*ersCapability

&otivation

Leader Leader +ersonality traits

Behavior Experience

Leader Leader +ersonality traits

Behavior Experience

Contingency LeadershipContingency Leadership

Fra#e*or, -ariablesFra#e*or, -ariables

Contingency LeadershipContingency Leadership

Fra#e*or, -ariablesFra#e*or, -ariables

ituationituationTas,

tructureEnviron#ent

ituationituationTas,

tructureEnviron#ent

%$3


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-ontin!ency Leadership Model

■sed to deterine i"oneFs style is tas< or

relationship oriented

and i" the sit/ation

atches the leaderFs

style to aCiiDe

per"orance.


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FollowersFollowers

Leader . &e#ber 'elations

FollowersFollowers

Leader . &e#ber 'elations

Leader Leader Leader Leader

The Contingency LeadershipThe Contingency Leadership&odel -ariables /ithin&odel -ariables /ithin

The Contingency LeadershipThe Contingency LeadershipFra#e*or,Fra#e*or,

The Contingency LeadershipThe Contingency Leadership&odel -ariables /ithin&odel -ariables /ithin

The Contingency LeadershipThe Contingency LeadershipFra#e*or,Fra#e*or,

SituationSituation

Tas, tructure+osition +o*er

SituationSituation

Tas, tructure+osition +o*er

LeadershipLeadershipStylesStylesTas,

'elationship

LeadershipLeadershipStylesStylesTas,

'elationship

%$%


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Leader$Leader$

#e#ber #e#ber relationsrelations

Tas, structureTas, structure

+osition po*er +osition po*er

33

-ariables of-ariables ofituationalituational

Favorableness0Favorableness0

33

-ariables of-ariables ofituationalituational

Favorableness0Favorableness0

%$1


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■ -ontin!ency &heories

■ Leadership as bein! ore "leCible * di""erentleadership styles /sed at di""erent ties

dependin! on the circ/stance.

■ /!!ests leadership is not a "iCed series o"characteristics that can be transposed into

di""erent conteCts


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■ Leadership are depend on these

sit/ations

* &ype o" sta""

*:istory o" the b/siness * -/lt/re o" the b/siness

* G/ality o" the relationships

* >at/re o" the chan!es needed * Accepted nors 9ithin the instit/tion


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&he Leadership -ontin// Model

sed to deterine 9hich one o" seven

styles to select based on oneFs /se o"

boss-centered versus subordinateboss-centered versus subordinate

centeredcentered leadership to eet the sit/ation.

%$)


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Tannenaum andTannenaum andSchmidt/sSchmidt/s

Leadership ontinuumLeadership ontinuumModelModel

+0Leader

ma'esdecisionandannounces it toemploye

eswithoutdiscussion0

10Leaderma'es adecisionand sellsit toemploye

es0

20Leaderpresentsideasandinvitesemploye

e3uestions0

40Leaderpresentstentativedecisionsu5ectto

change0

.0Leaderpresentsprolem(getssuggestions( and

ma'esdecision0

60Leaderde7neslimitsand as's

employe

es toma'e adecision0

80Leaderpermitsemployees toma'eongoing

decisions withinde7nedlimits0

%utocratic%utocratic*articipativ*articipativ

%$2


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House *ath-)oalHouse *ath-)oal

Leadership ModelLeadership Model SituationalSituationalFactorsFactors

Subordinate•authoritative•locus ofcontrol•aility

Environment •tas'structure•formal

authority

•wor' group

LeadershipLeadershi p

StylesStyles

Directive

Supportive

*articipative

%chievement-oriented

GoalGoal

Achievement Achievement

*erformance

Satisfaction

%$4


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@obert :o/se and +ath85oal &heory

■ -lai that 9ay leader behaves 9ith respect to !oals and

"ollo9ers in"l/ences the leadership ipact

■ Leadership e""ectiveness is shaped by sit/ationalcirc/stances

■ In line 9ith conteporary theories at the tie, "oc/s onleaderFs consideration o" "ollo9ersF needs and the tas<

str/ct/re

■ it/ations o" abi!/ity dra9 ore on directional leadershipand repetitive 9or< conteCts re/ire ore consideration andenco/ra!eent

■ &ransactional nat/re o" early 9or< led :o/se to re"or/latetheory to be ore ali!ned 9ith ne9 leadership ideas


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FollowersFollowers

Follo*er &aturity

FollowersFollowers

Follo*er &aturity

Leader Leader 5one

Leader Leader 5one

The ituational Leadership &odelThe ituational Leadership &odel-ariables /ithin-ariables /ithin

The Contingency LeadershipThe Contingency LeadershipFra#e*or, -ariablesFra#e*or, -ariables

The ituational Leadership &odelThe ituational Leadership &odel-ariables /ithin-ariables /ithin

The Contingency LeadershipThe Contingency LeadershipFra#e*or, -ariablesFra#e*or, -ariables

SituationSituationTas,

SituationSituationTas,Tellingelling

+articipating"elegating

Tellingelling+articipating"elegating

L’Ship StylesL’Ship Styles

%$


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FollowersFollowers

ubordinates

FollowersFollowers

ubordinates

Leader Leader

5one

Leader Leader

5one

ubstitute for Leadershipubstitute for Leadership

-ariables /ithin the Contingency-ariables /ithin the ContingencyLeadership Fra#e*or, -ariablesLeadership Fra#e*or, -ariables

ubstitute for Leadershipubstitute for Leadership

-ariables /ithin the Contingency-ariables /ithin the ContingencyLeadership Fra#e*or, -ariablesLeadership Fra#e*or, -ariables


6rgani7ation


6rgani7ation

%$8


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Inspirational Approaches to

Leadership

-harisatic Leadership &heory#ollo9ers a


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7ey -haracteristics o" -harisatic

Leaders1. Hision and artic/lation. :as a visioneCpressed as an

idealiDed !oalthat proposes a "/t/re better than the stat/s /oJand is able to clari"y the iportance o" the vision in ters that are

/nderstandable to others

6. +ersonal ris


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Beyond -harisatic Leadership

■ Level ' Leaders * +ossess a "i"th diensiona paradoCical blend o" personal

h/ility and pro"essional 9illin addition to the "o/r basic

leadership /alities o" individ/al capability, tea s


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$3

134Fs 1'4Fs * 14Fs 104Fs * 124Fs 14Fs 6444 * -/rrent

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B%:AHI;@AL

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O$" "OT M%D# M%D# "OT O$" " O O"# #ST ST:L# ;!SDOM

;hio tate

@%%A@

-:

&heory , K

. Michi!an

Mana!erial 5rid

&heory

:;W

I&A&I;>ALN

-;>&I5%>-K &:%;@I%

+ath85oal

:ersey8BlanebardFs

#iedlerFs

&ransactional Leadership

&rans"orational

Leadership

Hisionary Leadership

/per Leadership

:eoric Leadership

ervant Leadership

Moral Leadership

LM Leadership

A/thentic Leadership

Level ', 5ood to 5reatLeadership

A!natic Leadership

&oCic Leadership

I5"T'(LI(TI65 E'(

;56/LE"


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Leader$&e#ber Exchange Theory

$$


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;vervie9

$'

LM &heory escription

LM &heory +erspective

%arly t/dies

Later t/dies

+hases in Leadership Ma


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e"inition

■Leader-member exchange (LMX) theory:–conceptualizes leadership as a process •that is centered on theinteractions between a leader andsubordinates

■ o#e theories focus on leaders: * trait approach, s


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iensions o" Leadership

L&? theory a


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LM &heory escription

+erspective+erspective

■ Development - L&? theory first described by"ansereau@


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%arly t/dies

■ First studies ofL&? called D-ertical "yadLin,age -"L * #oc/s on the

vertical lin


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%arly t/dies

■ Leaders *or, unit as a *hole *as vie*ed as a series ofvertical dyads leader for#s uniGue relationship *itheach subordinate


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%arly t/dies, contFd.

■ 'esearchers found t*o general types of lin,ages orrelationships D those based on:

* %panded"negotiated role responsi!ilities &etra-roles' ( in-

group

= 'elationships #ar,ed by #utual trust@ respect@ li,ing@

and reciprocal influence= 'eceive #ore infor#ation@ influence@ confidence@ and

concern than out$group #e#bers

* Formal employment contract &defined-roles' ( out-group

= 'elationships #ar,ed by for#al co##unication based

on Hob descriptions

% l t di tFd


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'6

%arly t/dies, contFd.

■ In$group.out$group status based on ho9 9ells/bordinate 9or


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Su!ordinate

In-Group)ut-*roup

Leader

In$


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Later tudies


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Later tudies


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Leadership &a,ing


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+hases in Leadership Ma


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Leadership &a,ing


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Leadership &a,ing


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Leadership &a,ing


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■ Best /nderstood 9ithin the Leadership Making Model(Graen & Uhl-Bien)

* Leader "ors special relationships 9ith all s/bordinates

* Leader sho/ld o""er each s/bordinate an opport/nity "or ne9rolesNresponsibilities

* Leader sho/ld n/rt/re hi!h8/ality eCchan!es 9ith all s/bordinates

* @ather than concentratin! on di""erences, leader "oc/ses on 9ays to

b/ild tr/st O respect 9ith all s/bordinates * res/ltin! in entire 9or<

!ro/p becoin! an in8!ro/p

3rescriptively4

:o9 does LM

theory 9or


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trengths

■ LM theory validates o/r eCperience o" ho9 people9ithin or!aniDations relate to each other and the leader

■ LM theory is the only leadership approach that a


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Criticis#s

■ Inadvertently s/pports the developent o" privile!ed!ro/ps in the 9or

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early theories of leadership .ppt