Traditional Models of Leadership

Report by: Lesly Anne Lising

Topic OutlineI. Meaning of LeadershipII. Leadership vs. ManagementIII. Early Approaches to Leadership

a. Trait Approaches to Leadershipb. Behavioral Approaches to Leadership

1. Michigan Study2.Ohio State Studies3.Leadership Grid

IV. Situational Leadership Models

Tannenbaum and Schmidt’s Leadership Continuum

a. The LPC Theory of Leadership

b. The Path-Goal Theory of Leadership

c. Vroom’s Decision Tree Approach

What is Leadership?

The action of leading a group of people or an organization.

-Oxford Dictionary

Leadership is a process of social influence, which maximizes the efforts of others, towards the achievement of a goal

-Kevin Kruse, Forbes

Leadership is both a process and a property

Process- using non coercive influenceProperty- using influence successfully

Leaders doesn’t use force or coercion, they influence.

Influence is the ability to affect the perceptions ,beliefs ,attitudes , motivation and or behavior of

others

Leadership vs. ManagementJohn P. Kotter's Distinction Between Management and Leadership (1990)

Activity Management Leadership

Creating an Agenda

Planning and Budgeting. Establishing detailed steps and timetable for achieving needed result; allocating the resources necessary to make these needed results happen

Establishing direction. Developing a vision of the future, often the distant future, and strategies for producing the change needed to achieve that vision

Developing a Human Network for Achieving the Agenda

Organizing and staffing. Establishing some structure for accomplishing plan requirements, staffing that structure with individuals, delegating responsibility and authority for carrying out the plan, providing policies and procedures to help guide people , and creating methods or systems to monitor implementation

Aligning People. Communicating the direction by words and deeds to all those whose cooperation may be needed to influence the creation of teams and coalitions that understand the vision and strategies and accept their validity

Executing Plans

Controlling and Problem Solving. Monitoring results vs. plans in some details, identifying deviations, and then planning and organizing to solve these problems

Motivating and inspiring. Energizing people to overcome major political, bureaucratic, and resource barriers to change by satisfying very basic but often unfulfilled human needs

Outcomes

Produces a degree of predictability and order and has the potential to consistently produce major results expected by various stakeholders (e.g.. For customers, always being on time; for stockholders being on budget)

Produces change, often to a dramatic degree, and has the potential to produce extremely useful change (e.g.. New products that customers want, new approaches to labor relations that help make a firm more competitive

Early Approaches to Leadership

-focuses on the traits and personal characteristics of leaders

I. Trait Approaches to Leadership

Important traits of a leader are intelligence, dominance, self-confidence, energy, activityand task relevance knowledge.

Trait approach to leadership attempted to identify stable and enduring character traits that differentiated leaders from non

leaders

Ralph Stogdill - trait theory

Stogdill wrote a paper in 1948 (Personal Factors Associated with Leadership: a Survey of the Literature, Journal of Psychology) that cast doubt on trait theory.

1. Age

2. Dominance

3. Height

4. Initiative, persistence, ambition, desire to excel

5. Weight

6. Physique, energy, health

7. Responsibility

8. Appearance

9. Integrity and conviction

10. Fluency of speech

11. Self-confidence

12. Intelligence

13. Happiness, sense of humor

14. Academic results

15. Emotional stability and control

16. Knowledge

17. Social and economic status

18. Judgments and decision

19. Social activity and mobility

20. Insight (self, others, wider environment)

21. Energy, daring and adventurousness

22. Originality

23. Social skills (sociability, tact)

24. Adaptability

25. Popularity, prestige

26. Introversion-Extraversion

27. Cooperation

Kouzes and Posner - trait theory Despite the trait-based approach falling largely out of favor, leadership trait theory featured strongly in the best-selling book, The Leadership Challenge, by James Kouzes and Barry Posner, based on their research from 1983-87. Kouzes and Posner's top ten leadership traits1. Honest2. Forward-looking 3. Inspirational 4. Competent 5. Fair-minded 6. Supportive 7. Broad-minded 8. Intelligent9. Straightforward 10. Dependable

II. Behavioral Approaches to Leadership- determine what behaviors are associated with effective leadership

- Leadership as an observable process or activity

a. Michigan Studies

Job –Centered

*Work Procedure

*Efficient Completion of Task

Employee-Centered

*Effective Work Groups

*Human Aspect

Employee-centered leader behavior and general instead of close

supervision yielded better results

II. Behavioral Approaches to Leadership

b. Ohio State Studies

II. Behavioral Approaches to Leadership

c. Leadership Grid

- method of evaluating leadership style

- train managers so they simultaneously more concerned for both people and production

Five Extreme Leadership Behavior; Blake and Mouton’s Managerial Grid

III. Situational Leadership Models

Tannenbaum and Schmidt’s Leadership Continuum

a. The LPC Theory of Leadership

-Least-preferred coworker

-developed by Fred Fiedler

-leadership effectiveness depends on the match between the leaders personality & situation

Task Vs. Relationship Motivation

Measured by LPC Scale

Ask the respondent to select their least preferred co- worker and describe this co worker by marking a series of sixteen scales anchored at each end by a positive or negative quality or attribute

High LPC – Interpersonal Relations ; Low LPC- Task Relevant

Sample of Least-preferred Coworker Scale by Fred Fiedler

Situational FavorablenessFiedler identified three factors that determine the favorableness of the situation (in order of importance)Leader Member Relations – Personal Relationship between subordinate and their leaderTask Structure- 2nd most important determinant of situational favorableness High for structured , Low for unstructuredLeader Position- power inherent in the leaders role itself

a. The LPC Theory of LeadershipLeader-Situation Match-suggests that improving effectiveness requires

changing the situation to fit the leader thru “job engineering”b. The Path-Goal Theory of Leadership

-by Martin Evans and Robert House- focuses on situation and leader behavior-suggest that leader can adapt to different

situation

b. The Path-Goal Theory of LeadershipFour Kinds of Leader Behavior- directive leadership-supportive leadership-participative leadership-achievement-oriented leadership

Situational Factors-personal characteristics of subordinates and

environmental characteristics

b. The Path-Goal Theory of Leadership

c. Vroom’s Decision Tree Approach

- by Victor Vroom, Philip Yetton and Arthur Jago

- leadership style appropriate to a given situation

-subordinate participate in decision making

Vroom’s Development

-Driven Decision Tree

Vroom’s Time-Driven

Decision Tree

Bibliography

www.forbes.com,Kruse,Kevin, April 9,2013

Oxford Dictionary, 2010

Griffin and Moorhead, Human Behavior in Organization 2nd edition , Manila, 2012

The Three Levels of Leadership: How to Develop Your Leadership Presence, Know-how and Skill, James Scouller, 2011

Leadership Theory and Practice, Peter Northouse, 2010

Leading Change, John Kotter, 1996