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LeadershipTheories andStyles

IAAP 2009AdministrativeProfessionalsWeek Event April28,2009

DevelopmentofLeadershipTheory Development of Leadership Theory


Untilapproximately1930,therewasnotmuch academicinterestintheareaofleadership academic interest in the area of leadership Fredrick Taylor Scientific Management (time/motion FredrickTaylor ScientificManagement(time/motion studiesofproductivity)(late1800s) MaxWeber(writingonbureaucracy)aleader possessedpowerbyvirtueofhisposition(1922) MaryParkerFollett participatorymanagementin powerwith as opposed to powerover (1926) power withasopposedtopower over(1926)

LutherGulick NotesonOrganization 1937


Work of the Executive WorkoftheExecutive POSDCORB
Planning Organizing Staffing Directing Coordinating g Reporting Budgeting g g

Leadership anewdefinition Leadership a new definition


ChesterBarnard 1938newdefinitionof leadership Theabilityofasuperiortoinfluencethe behaviorofsubordinatesandpersuadethem tofollowaparticularcourseofaction. (Barnard1938)

Power FrenchandRaven(1960) Power French and Raven (1960)


Legitimatepower comessolelyfromthepositionthe g p y p superiorholdsinanorganization Rewardpower comesbymeansofpromotion,salary increasesandinterestingassignments i di t ti i t Expertpower comesfromtheleaderpossessing superiorknowledgeofthematterunderdiscussion superior knowledge of the matter under discussion Referentpower comesfromthefactthat subordinatesidentifywiththeleaderandrespect him/her / Coercivepower comesfromforcedactionsand potentialforpunishment potential for punishment

NatureofLeadership Nature of Leadership


Effectiveleadershipisakeyfactorinthelifeandsuccess ofanorganization Leadershiptransformspotentialintoreality. Leadership transforms potential into reality Leadershipistheultimateactwhichbringstosuccessall p g ofthepotentpotentialthatisinanorganizationand itspeople. Leadersproposenewparadigmswhenoldoneslose theireffectiveness.

Leadership isamajorwayin whichpeoplechangethe mindsofothersandmove minds of others and move organizationsforwardto accomplishidentifiedgoals.

TheoriesofLeadership Theories of Leadership


Overtime,anumberoftheoriesofleadershiphave , p beenproposed,including: GreatManTheory TraitTheory B h i l Th i BehavioralTheories
TheManagerialGrid Theory X and Theory Y TheoryXandTheoryY

ParticipativeLeadership
Lewinsleadershipstyles

TheoriesofLeadership(con t) Theories of Leadership (con't)


Situational Leadership SituationalLeadership C i ContingencyTheory h TransactionalLeadership TransformationalLeadership

TheoriesofLeadership:Trait Theories of Leadership: Trait


TraitTheory/GreatMan(Woman) assumesthe a t eo y/G eat a ( o a ) assu es t e leaderisdifferentfromtheaveragepersonin termsofpersonalitytraitssuchasintelligence, perseverance,andambition d b Assumptions
Peoplearebornwithinheritedtraits. S Sometraitsareparticularlysuitedtoleadership. t it ti l l it d t l d hi Peoplewhomakegoodleadershavetheright(or sufficient) combination of traits. sufficient)combinationoftraits.

TraitTheory Trait Theory


Earlyresearchonleadershipwasbasedonthe y p psychologicalfocusoftheday,whichwasof peoplehavinginheritedcharacteristicsortraits. Attentionwasgiventodiscoveringthesetraits, oftenbystudyingsuccessfulleaders. often by studying successful leaders. Underlyingassumptionthatifotherpeoplecould y g p p p alsobefoundwiththesetraits,thenthey,too, couldalsobecomegreatleaders.

Stodgill s(1974)TraitsandSkills Stodgill's (1974) Traits and Skills


Traits Adaptabletosituations Alerttosocialenvironment Ambitiousandachievementorientated Assertive Cooperative Decisive Decisive Dependable Dominant(desiretoinfluenceothers) Energetic(highactivitylevel) Persistent Selfconfident Tolerantofstress Willingtoassumeresponsibility Willing to assume responsibility Skills Clever(intelligent) Conceptuallyskilled Creative Diplomaticandtactful Fluentinspeaking Knowledgeableaboutgrouptask Knowledgeable about group task Organized(administrativeability) Persuasive Sociallyskilled

BehavioralTheories Behavioral Theories


Assumptions
Leaderscanbemade,ratherthanareborn Successfulleadershipisbasedindefinable,learnablebehavior

Description p
Behavioraltheoriesdonotseekinborntraits theylookatwhat leadersactuallydo Successcanbedefinedintermsofdescribableactions

Implication:
Leadershipcapabilitycanbelearned Leadership capability can be learned

BehavioralTheories Behavioral Theories


Twogeneraltypesofbehaviorexhibitedby leaders: ConcernforPeople ConcernforProduction

EarlyResearchonLeader sBehavior Early Research on Leader's Behavior


Whilealeadercanexhibitbothtypesofbehavior, yp , earlyresearchonthetwodimensionsindicate thatgenerally: As a leaders consideration increased employee Asaleadersconsiderationincreased,employee turnoverandabsenteeismdeclined Asaleaderstaskorientationincreased, employeeperformancerose. But,thefindingsweresometimescontradictory.

TheManagerialGrid The Managerial Grid


High g Country Club management Middle of the road management Impoverished management Team management g Concern for People Medium

Low

Authority-compliance

Low

Medium

High

Concern for Production (Task)

BlakeandMouton(early1960s)

McGregor'sTheoryXandTheoryY (1960) ( )
TheoryXLeadersAssume: TheoryYLeadersAssume:
1.Employeesinherentlydislikeworkand, wheneverpossible,willattempttoavoidit. whenever possible, will attempt to avoid it. 1.Employeescanviewworkasbeingasnaturalas restorplay rest or play

2.Becauseemployeesdislikework,theymustbe 2. Menandwomenwillexerciseselfdirection coerced,controlled,orthreatenedwith andselfcontroliftheyarecommittedtothe punishmenttoachievedesiredgoals punishment to achieve desired goals objectives objectives 3.Employeeswillshirkresponsibilitiesandseek 3.Theaveragepersoncanlearntoaccept,even formaldirectionwheneverpossible seek,responsibility 4.Mostworkersplacesecurityaboveallother 4.Theabilitytomakegooddecisionsiswidely factorsassociatedwithworkandwilldisplaylittledispersedthroughoutthepopulationandisnot ambition necessarilythesoleprovinceofmanagers

ParticipativeLeadership Participative Leadership


Assumptions Involvementindecisionmakingimprovesthe understandingoftheissuesinvolvedbythosewhomust carryoutthedecisions. Peoplearemorecommittedtoactionswheretheyhave involvedintherelevantdecisionmaking. People are less competitive and more collaborative when Peoplearelesscompetitiveandmorecollaborativewhen theyareworkingonjointgoals. Whenpeoplemakedecisionstogether,thesocial commitmenttooneanotherisgreaterandthusincreases commitment to one another is greater and thus increases theircommitmenttothedecision. Severalpeopledecidingtogethermakebetterdecisions thanonepersonalone. than one person alone

ParticipativeLeadership Participative Leadership


A Participative Leader rather than taking AParticipativeLeader,ratherthantaking autocraticdecisions,seekstoinvolveother peopleintheprocess,possiblyincluding people in the process possibly including subordinates,peers,superiorsandother stakeholders. stakeholders M Mostparticipativeactivityiswithinthe i i i i i i i hi h immediateteam.

ContinuumofParticipatoryStyle Continuum of Participatory Style


<Not participative Leader proposes Teamproposes decision, decision, listensto listens to leaderhasfinal leader has final feedback,then decision decides Highly participative>

Autocratic decisionby leader

Jointdecision withteamas equals

Fulldelegation ofdecisionto team

Youshouldalsoknow: You should also know:


This approach is also known as consultation, Thisapproachisalsoknownasconsultation, empowerment,jointdecisionmaking, democraticleadership,ManagementBy Objective(MBO)andpowersharing. ParticipativeLeadershipcanbeashamwhen managersaskforopinionsandthenignore them.Thisislikelytoleadtocynicismand feelingsofbetrayal.

Autocratic Intheautocraticstyle,theleadermakesdecisions withoutconsultingwithothers.InLewin'sexperiments, hefoundthatthiscausedthegreatestdiscontent. h f d th t thi d th t t di t t Anautocraticstyleworksbestwhen:


there is no need for input on the decision thereisnoneedforinputonthedecision wherethedecisionwouldnotchangeasaresultofinput wherethemotivationofpeopletocarryoutsubsequent actionswouldnotbeaffectedwhethertheywereorwere notinvolvedinthedecisionmaking.

Lewin sThreeParticipatory Lewin's Three Participatory LeadershipStyles(1939)

Lewin sStyles(con t) Lewin's Styles (con't)


Democratic Inthedemocraticstyle,theleaderinvolvesthepeople inthedecisionmaking,althoughtheprocessforthe finaldecisionmayvaryfromtheleaderhavingthefinal fi l d i i f th l d h i th fi l saytothemfacilitatingconsensusinthegroup. Democratic decisionmaking is usually appreciated by Democraticdecision makingisusuallyappreciatedby thepeople,especiallyiftheyhavebeenusedto autocraticdecisionswithwhichtheydisagreed. Democraticstylecanbeproblematicwhentherearea widerangeofopinionsandthereisnoclearwayof reachinganequitablefinaldecision. reaching an equitable final decision.

Lewin sStyles(con t) Lewin's Styles (con't)


Laissez Faire LaissezFaire Thelaissezfairestyleminimizestheleader's involvementindecision making. involvement in decisionmaking. Laissezfaire works best when: Laissezfaireworksbestwhen:
peoplearecapableandmotivatedinmakingtheir o dec s o s, a d owndecisions,and wherethereisnorequirementforacentral coordination

Lewin sConclusions Lewin's Conclusions


Theseexperimentswereactuallydonewith These experiments were actually done with groupsofchildren,butwereearlyinthe moderneraandwereconsequentlyhighly modern era and were consequently highly influential. Lewindiscoveredthat:
ThemosteffectivestylewasDemocratic Excessiveautocraticstylesledtorevolution Laissezfaireresultedinlesscoherentwork patternsandexertionoflessenergythanwhen b i ti l l d

SituationalLeadership Situational Leadership


Assumptions Thebestactionoftheleaderdependsona rangeofsituationalfactors. range of situational factors Whenadecisionisneeded,aneffectiveleader doesnotjustfallintoasinglepreferredstyle.

FactorsInfluenceSituational Leadership d h
Tannenbaum and Schmidt (1958) identified TannenbaumandSchmidt(1958)identified threeforcesthatledtotheleader'saction:
the forces in the situation theforcesinthesituation theforcesinthefollower the forces in the leader theforcesintheleader Thisrecognizesthattheleader'sstyleishighly Thi i th t th l d ' t l i hi hl variable,andevensuchdistanteventsasafamily argumentcan argument can influencedecisionsmadeintheworkplace.

Contingencyv.SituationalTheory Contingency v. Situational Theory


Bothassumethatthereisnosimpleonerightway: ot assu e t at t e e s o s p e o e g t ay: Situational theory tends to focus more on the Situationaltheorytendstofocusmoreonthe behaviorsthattheleadershouldadopt,given situationalfactors(oftenaboutfollower behavior). Contingencytheorytakesabroaderviewthat includescontingentfactorsaboutleader capabilityandothervariableswithinthe capability and other variables within the situation.(Leaderswhoareveryeffectiveatone placeandtimemaybecomeunsuccessfuleither

TransactionalLeadership Transactional Leadership


Assumptions Peoplearemotivatedbyrewardand punishment. punishment Socialsystemsworkbestwithaclearchainof command. d Whenpeoplehaveagreedtodoajob,apart ofthedealisthattheycedeallauthorityto theirmanager. Theprimepurposeofasubordinateistodo whattheirmanagertellsthemtodo.

TransactionalLeadershipStyle Transactional Leadership Style


Transactionalleaderworksthroughcreatingclear g g structures
Workrequirementsareclear R Rewardstructureisclear d t t i l Punishmentsarenotalwaysmentioned,buttheyarealso wellunderstoodandformalsystemsofdisciplineare usuallyinplace Negotiate the contract whereby the subordinate is given a Negotiatethecontractwherebythesubordinateisgivena salaryandotherbenefits,andthecompany(andby implicationthesubordinate'smanager)getsauthorityover thesubordinate. the subordinate Whenworkisallocatedtosubordinates,theyare

TransactionalConsiderations Transactional Considerations


The transactional leader often uses Thetransactionalleaderoftenuses managementbyexception,workingonthe principlethatifsomethingisoperatingas expectedthenitdoesnotneedattention. IntheLeadershipvs.ManagementSpectrum, transactionalleadershipisverymuchtowards themanagementendofthescale. Reliesstronglyonprincipleofrationalman andreactiontorewardsandpunishment.

TransactionalandTransformational (Burns 1978) ( )


Transactional leader engages others in the Transactional leaderengagesothersinthe reciprocalactivityofexchangingonethingfor another.(participatory/dynamic) another (participatory/dynamic) T Transformational l d f i l leaderexaminesand i d searchesfortheneedsandmotivesofothers whileseekingahigheragendaofneeds. hil ki hi h d f d (visionary/changeagent)

TransformationalLeadership Transformational Leadership


Assumptions Peoplewillfollowapersonwhoinspiresthem. Apersonwithvisionandpassioncanachieve greatthings. Thewaytogetthingsdoneisbyinjecting enthusiasmandenergy. enthusiasm and energy

ComponentsofTransformational Leadership d h
Developthevision p Startswiththedevelopmentofavision,aviewof thefuturethatwillexciteandconvertpotential followers.(Thisvisionmaybedevelopedbythe followers (This vision may be developed by the leader,bytheseniorteamormayemergefroma broadseriesofdiscussions.Theleadermustbuy incompletely.) Sellthevision S ll h i i Sellthevisionimmediatelyandcontinually. Create trust Createtrust Relyonpersonalintegrity
Transformational leaders are selling themselves as well as

FindingtheWay Finding the Way


Findthewayforwards: Find the way forwards: Pathmaybeclear otherssimplyneedto follow Pathmayneedtobeexploredtogether Directionwillnotalwaysbeknown Leaderguidesalongthecourse g g TransformationalLeaderwillacceptthatthere Transformational Leader will accept that there willbefailuresandblindcanyonsalongthe way As long as they feel progress is being

Leadingthecharge
TransformationalLeadersarealwaysvisible Will stand up to be counted rather than hide Willstanduptobecountedratherthanhide behindtheirtroops. Th Theyshowbytheirattitudesandactionshow h b th i ttit d d ti h everyoneelseshouldbehave. Theymakecontinuedeffortstomotivateand rallytheirfollowers,constantlydoingthe rounds,listening,soothingandenergizing. Theirunswervingcommitmentkeepspeople going,particularlythroughthedarkertimes whensomemayquestionwhetherthevision

TransformationalLeadership Transformational Leadership


One of the methods the Transformational Leader OneofthemethodstheTransformationalLeader usestosustainmotivationisintheuseof ceremonies,ritualsandotherculturalsymbolism. , y Smallchangesgetbighurrahs,pumpinguptheir significanceasindicatorsofrealprogress. (CultureCreators) Overall,theybalancetheirattentionbetween y actionthatcreatesprogressandthementalstate oftheirfollowers. Transformationalleadersarepeopleoriented

Meta Leadership MetaLeadership


Working across organizations Workingacrossorganizations FiveDimensionsofMetaLeadership i i i f d hi
LeadUp

Lead

Person as TheTh Leader L LeadtheSilo

Connectivity

Women sLeadershipStyle Women's Leadership Style


Effectivenessmostoftendependsuponthefit Effectiveness most often depends upon the fit betweenthesettingandthemanagement gender. gender W Womenstypicallymorementoring,coaching i ll i hi styleismorefavorablyreceivedinfemale dominatedprofessions. d i d f i Mensmoretypicallycommandandcontrol styleiswellreceivedinmaledominated

Whatthe studies show: What the "studies"show:


Male and female leaders are equally effective Maleandfemaleleadersareequallyeffective Womenwereperceivedtobemoresuccessin i d b i femaleorientedsettingsandmalesinmale orientedsettings i d i Womenhavebeenfoundtobemore democratic,encouragingparticipation,and , g gp p , menmoreautocratic,directingperformance. (EaglyandJohnson,1990)

Studies In2003: Studies In 2003:


Women have been shown to be slightly more Womenhavebeenshowntobeslightlymore likelythanmentohavethetransformational leadershipstyle,inwhichthemanageracts morelikeagoodteacherorcoachand encouragescreativesolutionstoproblems.
Especiallysuitedtothecontemporaryworkplace

Womenalsoappeartorewardgood performancemorethanmen Menaremorelikelytocriticizesubordinates andbelesshandson

WordsofCaution Words of Caution


Psychologistssuggestthattheremaynot bean Psychologists suggest that there may not be an innatemanagementstyle Womenmaysoftentheirapproachtoavoid thebossywomansyndrome h b d Researchonlyshowsaveragetendenciesany onemanorwomanmayhavemorefeminine y ormasculinestyles

ResearchintheWorkplace Research in the Workplace


Bureau of Labor Statistics BureauofLaborStatistics
Nearlyoneoffourchiefexecutivesisnowa woman reflectsthe#ofwomenwhoowntheir woman reflects the # of women who own their ownbusinesses.InFortune500 womenhold onlyabout1outof20topmanagementpositions. Researchersareinterestedinthequestionof q whetheramanagementstylemoreassociated withwomen lessauthoritarian,morenurturing approach willclickastheworkplacegenerally shiftstomoreteamorientedstructuresthat thrive under a less directive approach

LeadershipPracticesInventory Leadership Practices Inventory


JamesKouzesandBarryPosnerdevelopeda survey(TheLeadershipPracticesInventory) survey (The Leadership Practices Inventory) thataskedpeoplewhich,ofalistofcommon characteristicsofleaders,were,intheir characteristics of leaders were in their experiencesofbeingledbyothers,theseven topthingstheylookfor,admireandwould top things they look for admire and would willinglyfollow. 75,000peopleover20years

Kouzes/Posner'sLeadershipInventory
(Inorderofpriority) Honest Honest Forwardlooking Competent Competent Inspiring Intelligent I t lli t Fairminded Broadminded Supportive Straightforward Dependable

Kouzes/Posner sInventory(con t) Kouzes/Posner's Inventory (con't)


Cooperative Cooperative Determined Imaginative Imaginative Ambitious Courageous C Caring Mature Loyal Selfcontrolled Independent

KeystoSuccessfulLeadership Keys to Successful Leadership


Model the Way ModeltheWay InspireaSharedVision i Sh d i i ChallengetheProcess EnableotherstoAct EncouragetheHeart

Agoodleader A good leader

Isapersonwithintegritywhoiscommittedto i hi i h i i d theorganizationandthepeoplewhowork togethertoaccomplishtheorganizations h li h h i i mission;thispersonleadsbyexample, communicateswithoutceasing,andshows i ih i d h care,concern,andconsistencyinalldealings.

Resources:
http://changingminds.org/disciplines/leadership/theories/leadership_theories.htm

http://psychology.about.com/library/quiz/blleadershipquiz.htm

TheLeadershipChallenge,4thEdition JamesM.Kouzes,BarryZ.Posner J M K B Z P August2007,JosseyBass

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