Transcript Leadership Style

Leadership Style
Objective
To asses present leadership attributes,
attitudes, and effectiveness
Leadership
• What does leadership mean to you?
• Using influence in an organizational
setting or situation, producing effects that
are meaningful and have a direct impact
on accomplishing challenging goals.
• Enthusiastically and Competently
• A behavioral process
Leaders & Managers
 Leadership is a part of management but not all
of it… Leadership is the ability to persuade
others to seek defined objectives
enthusiastically. It is the human factor which
binds a group together and motivates it toward
goals. Management activities such as planning,
organizing, and decision making are dormant
cocoons until the leader triggers the power of
motivation in people and guides them toward
goals (Davis, 1967).
Trait Theory
 An attempt to identify specific
characteristics (physical, mental,
personality) associated with leadership
success. The theory relies on research
that relates various traits to certain
success criteria.
 LEADERS ARE BORN
 What about situations?
Traits Associated with Leadership
Effectiveness
Intelligence
Personality
Abilities
Judgment
Adaptability
Ability to enlist
cooperation
Decisiveness
Alertness
Cooperativeness
Knowledge
Fluency of speech
Creativity
Personal integrity
Emotional balance
and Control
Sociability
Tact, diplomacy
Popularity & prestige
Independence
Self-confidence
Social participation
Behavioral Approaches
• In the late 1940s, researchers began to
explore the notion that how a person acts
determines that person’s leadership
effectiveness. Instead of searching for
traits, these researchers examined leader
behaviors and their impact on the
performance and satisfaction of followers.
Why Trait and Behavior
Approaches Fall Short
Trait approaches consider
personal characteristics of the
leader that may be important
in achieving success in a
leadership role.
Behavioral approaches attempt
to specify which kinds of
leader behaviors are necessary
for effective leadership.
A shortcoming of both
of these approaches
is that they fail to take
into account the
interaction between
people, tasks, and
environment.
Situational Leadership
• An approach to leadership advocating the
leaders understand their own behavior, the
behavior of their subordinates, and the
situation before utilizing a particular
leadership style.
• This approach requires diagnostic skills in
human behavior on the part of the leader.
Fiedler’s Contingency Model
of Leadership Effectiveness
 Description of the Model
– Leadership effectiveness is contingent upon
the fit between the leaders style and the
situational favorableness.
 Leaders can have high employee or task
orientations
 Leadership style is measured by the LeastPreferred Coworker Scale (LPC).
 Situation favorableness determined by 1) leadermember relations 2) task structure 3) position
power
 Exhibit 10.4 Chella book
Hersey-Blanchard Situational
Leadership Model
 Description of the Model
– A situational leadership theory that
emphasizes followers and their level of
maturity. The leader must properly judge or
intuitively know followers’ maturity level and
then use a leadership style that fits the level.
– The Four Leadership Styles:
 Telling - the leader defines the roles needed to do
the job and tells followers what, where, how, and
when to do the tasks.
Hersey-Blanchard Situational
Leadership Model
 Description of the Model
– The four leadership styles (continued)
 Selling - the leader provides followers with
structured instructions, but is also supportive.
 Participating - the leader and followers share in
decisions about how best to complete a highquality job.
 Delegating - the leader provides little specific,
close direction or personal support to followers.
Hersey-Blanchard Situational
Leadership Model
 Description of the Model
– Level of subordinate
 DI – high enthusiasm but low knowledge
 DII – low enthusiasm and low knowledge
 DIII – knowledge and enthusiasm improving
 DIV – high knowledge and high enthusiasm
 You must match your leadership style with their
level to succeed as a coach/manager and move
them up the ladder
Transformational Leadership
 Transformational leadership
–
–
–
–
Influencing major changes
Discontent with the status quo
Builds commitment
Creates new vision & empowers members
 Weese’s 5 “C” Model
–
–
–
–
–
Credible character
Compelling vision
Charismatic communicator
Contagious enthusiasm
Culture builder
Transformational Leadership
 Composed of
– Charismatic leadership
– Intellectual stimulation
– Individualized consideration
Exhibit 12.5: Stages of
Charismatic Leadership
Stage One
Stage Two
Stage Three
- Detecting unexploited
- Communicating
- Building trust
opportunities and
deficiencies in the
the vision
- Articulating the
through technical
expertise, personal
status quo as
risk-taking, self-
- Sensitivity to
unacceptable and
sacrifice, and
constituents’
the vision as the
unconventional
needs
most attractive
behavior
present situation
- Formulating an
idealized strategic
vision
alternative
- Articulating
motivation to
lead followers
Stage Four
- Demonstrating
the means to
achieve the vision
through role
modeling,
empowerment,
& unconventional
tactics