leadership - models and theories - an overview

8/11/2019 Leadership - Models and Theories - An Overview

1/68

Models and TheoriesModels and TheoriesAn OverviewAn Overview


2/68

ObjectiveObjective

ssFind out how diferent leadership modelsFind out how diferent leadership models

and theories have emerged in the last 80and theories have emerged in the last 80

years plus based on researchyears plus based on research

Critically reect on the diferent models andCritically reect on the diferent models and

theories and apply them in a diferent rangetheories and apply them in a diferent range

o! conte"t in the !utureo! conte"t in the !uture

Appreciate the diferent leadership modelsAppreciate the diferent leadership models

and theories and reali#e their strengths andand theories and reali#e their strengths and

wea$nesses in relation to one%s personalwea$nesses in relation to one%s personal

brand o! leadershipbrand o! leadership


3/68

&rocess&rocessone%s e"perienceone%s e"perience

and de'nition o!and de'nition o!

leadershipleadership

reection andreection and

sharingsharing

one%sone%s

leadershipleadershiptests resultstests results

researchresearch

'ndings'ndings

(uestions)(uestions)conclusions)conclusions)

commentscomments

r

elate

re

late

ana

ly#

ana

ly#

eecla

r

i!y

clar

i!y

e"ploree"plore

re*re*

appropriatappropriatee


4/68

+ * , * -+ * , * -what do . +/O, about leadershipwhat do . +/O, about leadership

models and theoriesmodels and theories

what do . ,A/T to $now aboutwhat do . ,A/T to $now aboutleadership models and theoriesleadership models and theories

,hat did . -1A2/ about,hat did . -1A2/ about

leadership models and theoriesleadership models and theories


5/68

Models and TheoriesModels and Theories

o! -eadershipo! -eadershipTrait Theory 340%s5Trait Theory 340%s56ehavioral Theory6ehavioral Theory

370%s and 0%s5370%s and 0%s5

Contingency TheoryContingency Theory

390s and :0s5390s and :0s5

Trans!ormationalTrans!ormational

Theory 380s up5Theory 380s up5Others; emergent)Others; emergent)

distributed) shared)distributed) shared)

level leadership)level leadership)

etc


6/68

Theories o!Theories o!

-eadership 3!ocus-eadership 3!ocuso! research5o! research5

traittraitss

s$illss$ills conte"tconte"t ethicalethical

6ehaviora6ehaviorall

TraitTrait ContingencyContingencyTrans!ormatioTrans!ormatio

nalnal

styles=types o!styles=types o!

leadersleaders

1930s1930s 1940s/50s1940s/50s 1960s/70s1960s/70s 1980s1980s

!ollower!ollowerss


7/68

de'ning leadershipde'ning leadershipwhat is it all aboutwhat is it all about


8/68

QuickTime and adecompressor

are needed to see this picture.

.magining -eadership.magining -eadership

,hat does leadership loo$ li$e,hat does leadership loo$ li$e


9/68

-eadershi-eadershi

ppwhat iswhat isleadershipleadership

what arewhat aresome o! thesome o! the

neededneeded

capabilities incapabilities in

being a leaderbeing a leader

today 3c!5Test >5


10/68

2eection >2eection >-oo$ing at test > * divide which capabilities-oo$ing at test > * divide which capabilities

re!er to a5 personal) b5 interpersonal) c5re!er to a5 personal) b5 interpersonal) c5cognitive) and d5 s$ills and $nowledgecognitive) and d5 s$ills and $nowledge (do your(do your

best)best)

Choose ? C1Os !rom Article > and relate it toChoose ? C1Os !rom Article > and relate it to

T1@T > ran$ing leadership capabilities and yourT1@T > ran$ing leadership capabilities and yourde'nitionde'nition

Figure out what capabilities these C1Os haveFigure out what capabilities these C1Os have

based on your choices and de'nition o!based on your choices and de'nition o!


iscuss your answers with the groupiscuss your answers with the group


11/68


12/68

-eadership-eadership

FunctionsFunctionswhat we do when we leadwhat we do when we lead

what is e"pected o! us when we leadwhat is e"pected o! us when we lead


13/68

7 Main Functions7 Main Functions

Emotiona !timuationEmotiona !timuation

E"ecuti#eE"ecuti#e

$arin%$arin%

&eanin% 'ttri(ution&eanin% 'ttri(ution


14/68

emotionalemotional

stimulationstimulation


15/68

e"ecutive !unctione"ecutive !unction


16/68

caring !unctioncaring !unction


17/68

meaning attributionmeaning attribution


18/68

2eection ?2eection ?-oo$ing at test ? * what are the leadership-oo$ing at test ? * what are the leadership

!unctions that . am most com!ortable with!unctions that . am most com!ortable with

least com!ortable withleast com!ortable with

6ased on the ? C1Os chosen !rom Article > *6ased on the ? C1Os chosen !rom Article > *

relate it now to the 7 main !unctions o!relate it now to the 7 main !unctions o!


Figure out what leadership !unctions theseFigure out what leadership !unctions these

C1Os e"ercised< 2e!er to test ? to reviewC1Os e"ercised< 2e!er to test ? to review

some itemssome items

iscuss your answers with the groupiscuss your answers with the group

1f i


19/68

1fective1fective

-eadership-eadershiphigh in caringhigh in caring

high in meaninghigh in meaningattributionattribution

moderate in emotionalmoderate in emotional

stimulation stimulation

moderate in e"ecutivemoderate in e"ecutive

!unction!unction


20/68

Trait TheoryTrait Theorya theor) that concernsa theor) that concernsitse* soe) +ithitse* soe) +ith

eader characteristicseader characteristics

,!to%di- 1948 &ann,!to%di- 1948 &ann

19591959studies identiedstudies identied

certain personacertain persona

characteristics thatcharacteristics that

appear to dierentiateappear to dierentiateeaders *rom *oo+erseaders *rom *oo+ers

(asic premise is that(asic premise is that

eaders are (orneaders are (orn


21/68

2eection 42eection 4

-oo$ing at test 4 * what are the leadership-oo$ing at test 4 * what are the leadership

traits that . consider my strengths mytraits that . consider my strengths my

limitationslimitations

6ased on the ? C1Os chosen !rom Article > *6ased on the ? C1Os chosen !rom Article > *

relate it now to the leadership traitsrelate it now to the leadership traits

Figure out what leadership traits theseFigure out what leadership traits theseC1Os would demonstrate during their li!e


22/68

Contribution o! theContribution o! the

Trait TheoryTrait Theory2dentied certain characteristics o* the person as2dentied certain characteristics o* the person as

essentia in demonstratin% eadership (eha#ioressentia in demonstratin% eadership (eha#ior

eadership (eha#ior *aciitatin% %oa attainmenteadership (eha#ior *aciitatin% %oa attainment

and recruitment o* *oo+ers re%ardess o* theand recruitment o* *oo+ers re%ardess o* theconte"tconte"t 3 usual traits53 usual traits5

.ntelligence.ntelligence

sel!*con'dencesel!*con'dencedeterminationdetermination

integrityintegrity

sociabilitysociability

,hi h d,hi h d


23/68

,hich do you,hich do you

pre!erpre!erCandidate A * Associates withCandidate A * Associates withcroo$ed politicians) and consultscroo$ed politicians) and consultswith astrologists< Bes had twowith astrologists< Bes had twomistresses< Be also chainmistresses< Be also chain

smo$es and drin$s (uite a !ewsmo$es and drin$s (uite a !ewmartinis a day


24/68

6ehavioral Theory6ehavioral Theory

traitstraitsbehavibehavi

orsors

s$illss$ills

!ollowe!ollowersrs

stylesstyles

-eader-eaderss

patternspatternso!o!

behaviorsbehaviorswereweregroupedgroupedtogethertogether

as stylesas styles

C ti ! - d hiC ti ! - d hi


25/68

Continuum o! -eadershipContinuum o! -eadership

6ehavior6ehavior

autocraticautocratic

democratidemocraticc

urce; Tannenbaum and @chmidt5urce; Tannenbaum and @chmidt5


26/68

Test * @tyles o! -eadershipTest * @tyles o! -eadership

a5 . want both o! youa5 . want both o! youto


27/68

ariations o!ariations o!

6ehavioral Theory6ehavioral TheoryMcGregor 3>H905 * Theory I and Theory EMcGregor 3>H905 * Theory I and Theory EOhio @tate Jniversity and Jniversity o!Ohio @tate Jniversity and Jniversity o!

Michigan 2esearches * two dimensions;Michigan 2esearches * two dimensions; a5a5Consideration=1mployee OrientationConsideration=1mployee Orientation3!riendship) mutual trust) respect and3!riendship) mutual trust) respect and

warmth5 andwarmth5 andb5 .nitiatingb5 .nitiating

@tructure=&roduction Orientation@tructure=&roduction Orientation3organi#es and de'nes roles) patterns o!3organi#es and de'nes roles) patterns o!

organi#ation) channels o! communication)organi#ation) channels o! communication)

and ways o! getting jobs done5and ways o! getting jobs done5

f i @ l !1f ti @t l !


28/68

1fective @tyles o!1fective @tyles o!


evelopereveloper

2 (e )our2 (e )ourmentormentor

1"ecutive1"ecutiveThis is %oodThis is %ood

*or the*or the

compan) andcompan) and)ou)ou

6ureaucrat6ureaucratets %etets %et

this done andthis done ando#er +itho#er +ith

6enevolent6enevolent

AutocratAutocrate aree are

doin% a %ooddoin% a %ood

o(o(

production orientationproduction orientation

eemm

pplloo

yyeeee

oorrii

eennttaa

ttiioonn

. f i @ l !. f ti @t l !


29/68

.nefective @tyles o!.nefective @tyles o!


MissionaryMissionary2m here to2m here to

care *orcare *or

)ou.)ou.

CompromisCompromiserer

ets meetets meetha*+a)ha*+a)

esertereserter

2 +i et2 +i etthem (ethem (e

AutocratAutocrat:o as 2 sa):o as 2 sa)

eemm

pplloo

yyeeee

oorrii

eennttaa

ttiioonn

production orientationproduction orientation

a e an ou on anager aa e an ou on anager a


30/68

a e an ou on anager aa e an ou on anager aGridGrid


31/68

ContingencyContingency

TheoryTheory&an) eadership modes not&an) eadership modes noton) take into account theon) take into account theeader/*oo+er reationship (uteader/*oo+er reationship (ut

aso reai;e that situationaaso reai;e that situationa

#aria(es aect eadership#aria(es aect eadership

per*ormanceper*ormance6 &$ $ontin%enc)6 &$ $ontin%enc)

mode- ?erse) and @anchardsmode- ?erse) and @anchards

situationa eadership mode-situationa eadership mode-

the path%oa theor) o*the path%oa theor) o*eadership- the mutipe inka%eeadership- the mutipe inka%e

mode o* eadership- eadershipmode o* eadership- eadership

su(stitute theor)- and Aroomsu(stitute theor)- and Aroom

and Bettons normati#e decisionand Bettons normati#e decision

modemode

traitstraits (eha#iors(eha#iors

situationsituation


32/68

Bersey and 6lanchardBersey and 6lanchard

&articipati&articipatingng

C&?i%hC&?i%h>&o+>&o+

@elling@ellingCoachingCoaching

C&o+C&o+>&?i%h>&?i%h

elegatinelegatin

ggC&?i%hC&?i%h>&?i%h>&?i%h

TellingTelling

irectingirectingC&o+C&o+>&o+>&o+

ssuupp

ppoorrttiivvee

directive * tas$sdirective * tas$s

rreell

aa

ttiioo

nn

sshh

ii

pp

ss

KjobKjobmaturitymaturity

Kpsycho*Kpsycho*logicallogical

maturitymaturity


33/68

2eection 72eection 7-oo$ing at test 7 and * what are the leadership-oo$ing at test 7 and * what are the leadership

behaviors=styles am . most com!ortable with leastbehaviors=styles am . most com!ortable with least

com!ortable with Bow would you consider thecom!ortable with Bow would you consider the

situation as a variablesituation as a variable

6ased on Article ? concerning ? bas$etball coaches *6ased on Article ? concerning ? bas$etball coaches *

relate it now to their leadership behaviors=stylesrelate it now to their leadership behaviors=styles

and their situation


34/68

Contribution=-imitationContribution=-imitation

o! 6ehavioral=@ituationalo! 6ehavioral=@ituational

TheoryTheoryamost the same issues +ith the trait approachamost the same issues +ith the trait approachcause and eect +ere not considered *u)cause and eect +ere not considered *u)

(eha#iors #ar) as much as the situation chan%es(eha#iors #ar) as much as the situation chan%es

ho+e#er- there are isoated patterns o* (eha#iorsho+e#er- there are isoated patterns o* (eha#iors

%rouped into 4 cate%ories as essentia to%rouped into 4 cate%ories as essentia to

eadership (eha#iors +hate#er the situation iseadership (eha#iors +hate#er the situation is


35/68

7 Categories 3>>7 Categories 3>>

behaviors5behaviors56uilding 2elationships6uilding 2elationships

>< /etwor$ing>< /etwor$ing ?< @upporting?< @upporting 4< Managing conict4< Managing conict

.nuencing &eople.nuencing &eople 7< Motivating7< Motivating

< 2ecogni#ing and rewarding< 2ecogni#ing and rewarding

Ma$ing ecisionsMa$ing ecisions 9< &lanning and organi#ing9< &lanning and organi#ing :< &roblem solving:< &roblem solving 8< Consulting and delegating8< Consulting and delegating

Giving = @ee$ingGiving = @ee$ing

n!ormation!ormation H< Monitoring operations andH< Monitoring operations and

environment environment

>0< .n!orming>0< .n!orming >>< Clari!ying roles>>< Clari!ying roles

source;source;Eu$lEu$l


36/68

,hat would you,hat would you

dodoIf you knew a teacher whoIf you knew a teacher who

was pregnant, who had 8was pregnant, who had 8

kids already, three who werekids already, three who weredeaf, two who were blind,deaf, two who were blind,

one mentally retarded, andone mentally retarded, and

she had syphilis; how wouldshe had syphilis; how would

you come up with ayou come up with arecommendation? What willrecommendation? What will

your groupsyour groups

recommendation be?recommendation be?


37/68

Trans!ormationalTrans!ormational

TheoryTheory

ooks at the contin%enc)ooks at the contin%enc)

mode (ut +ith amode (ut +ith a

dierencedierence

introduce the #aria(e o*introduce the #aria(e o*eaders ha#in% an ethicaeaders ha#in% an ethica

and mora o(i%ation toand mora o(i%ation to

their *oo+ers and to thetheir *oo+ers and to the

mission o* themission o* theor%ani;ationor%ani;ation

%eared to+ards *oo+er%eared to+ards *oo+er

%ro+th and de#eopment%ro+th and de#eopment


38/68



what didwhat did

you do toyou do tochange thechange the

worldworld

is it possibleis it possible!or one idea!or one idea

to changeto changethe worldthe world


39/68

ariations o!ariations o!

Trans!ormationalTrans!ormational-eadership-eadership$harismatic eadership ,ro(ert house$harismatic eadership ,ro(ert house

Transactiona #s. Trans*ormationa ,(urns (assTransactiona #s. Trans*ormationa ,(urns (ass

!er#ant eadership ,%reenea*!er#ant eadership ,%reenea*

:istri(uted eadership ,(e(in:istri(uted eadership ,(e(in

i#in% !)stems ,+heate)i#in% !)stems ,+heate)

e#e Di#e eadership ,im coinse#e Di#e eadership ,im coins

eaders as cata)st o* chan%e +arren (ennis-eaders as cata)st o* chan%e +arren (ennis-

ames kou;es and (arr) posner- stephen co#e)ames kou;es and (arr) posner- stephen co#e)eaders as strate%ic #isionaries peter sen%eeaders as strate%ic #isionaries peter sen%e

,s)stems thinkin% and earnin% or%ani;ation,s)stems thinkin% and earnin% or%ani;ation

eadership and !pirituait) *uan-mo"e)- ;ohar-eadership and !pirituait) *uan-mo"e)- ;ohar-

neson -*r)eneson -*r)e


40/68

2eection 2eection -oo$ing at test 9* what are the leadership !actors-oo$ing at test 9* what are the leadership !actors

am . most com!ortable with least com!ortableam . most com!ortable with least com!ortable

withwith

6ased on Articles >=? concerning ? bas$etball6ased on Articles >=? concerning ? bas$etball

coaches or ? C1Os chosen * relate it now to thecoaches or ? C1Os chosen * relate it now to the

diferent leadership !actors


41/68

,hat,hat

motivatemotivatess

leadersleaders


42/68



Attitude reectsAttitude reects

leadershileadershipMotivation shapes attitudesMotivation shapes attitudes


43/68

basicbasic

motivationsmotivations

valuesvalues

needsneeds

attitudeattitudess

behaviorbehaviorss

shapeshape bring aboutbring about


44/68

2eection 92eection 9

-oo$ing at test 9* what are the leadership-oo$ing at test 9* what are the leadership

motivations am . most com!ortable with leastmotivations am . most com!ortable with least

com!ortable withcom!ortable with

6ased on Article >=? concerning ? bas$etball6ased on Article >=? concerning ? bas$etball

coaches or ? C1Os chosen * relate it now to thecoaches or ? C1Os chosen * relate it now to the

leadership motivations


45/68

,hat,hat

motivatesmotivatesleadersleadersneed !or;need !or;

achievementachievement

aDliationaDliation

powerpower

ood leadershipood leadership po+er F achie#ement F aGiati po+er F achie#ement F aGiati


46/68

-asallian-asallian


what did .what did .

learn so !arlearn so !ar


47/68

2eection :2eection :

-oo$ing at handout ? * there are traits)-oo$ing at handout ? * there are traits)

behaviors) !unctions) motivations) styles)behaviors) !unctions) motivations) styles)

!actors etc that are part and parcel o! what!actors etc that are part and parcel o! what-asallian leadership is all about


48/68

!aith!aith

serviceservice

communioncommunion

motivationmotivation

ethicsethics

traitstraits

predispositionpredisposition

ss

!unctions!unctions

s$illss$ills

behaviorbehavior

ss stylesstyles

visionvision

spiritualityspirituality

CO/T1ITCO/T1ITministryministry &A2C&A2Ccountrycountry

cultureculture

communitycommunity

traditionstraditions


49/68

&ersonal -eadership&ersonal -eadership

6rand6rand

be yoursel! L more withbe yoursel! L more with

s$ills$ill


50/68

QuickTime and a

decompressorare needed to see this picture.

why should anyone be led by youwhy should anyone be led by you

predisposipredisposi


51/68

predisposipredisposi

tionstions

traitstraits

motivationmotivation

ss

!unctions!unctions

s$ills=behas$ills=behaviorsviors

stylesstyles

visionvisionethicsethics

spiritualityspirituality

LL

LL

&ersonal&ersonal

6rand o!6rand o!-eadership-eadership

!aith!aith

serviceservicecommuniocommunio

nn

ll

aamm

s is iaa

ssllss

l il i

iiooaa

nn

nn

bli hi h


52/68

>< 1stablishing the>< 1stablishing the

esired 2esultsesired 2esultsCustomers=Clients;Customers=Clients; +ho are the)H +hat do the)+ho are the)H +hat do the)

e"pect *rom )ouH +hat ser#ice are )ou oerin%e"pect *rom )ouH +hat ser#ice are )ou oerin%

themHthemH

@ta$eholders;@ta$eholders; +ho are the)H +hat do the) e"pect+ho are the)H +hat do the) e"pect

*rom )ouH +hat can )ou do to%ether to meet the*rom )ouH +hat can )ou do to%ether to meet the

needed e"pectationsH +hat outcomes do )ou +ishneeded e"pectationsH +hat outcomes do )ou +ish

to compete to%etherH +hat do the) need *rom )ouHto compete to%etherH +hat do the) need *rom )ouH

Organi#ationOrgani#ation= ho+ can )our team hep e"ecute on= ho+ can )our team hep e"ecute on

its strate%)Hits strate%)H


53/68

samplesample

Customer=Client;Customer=Client; mar%inai;ed )outh in to+nmar%inai;ed )outh in to+n

'- >akistan pro#ide catechetica *ormation and'- >akistan pro#ide catechetica *ormation and

eadership capa(iitieseadership capa(iities

@ta$eholders@ta$eholders= @rothers- trainors- catechists-= @rothers- trainors- catechists-

parish communit)- parents or%ani;e %roupsparish communit)- parents or%ani;e %roups

accordin% to roes/responsi(iities in #ie+ o*accordin% to roes/responsi(iities in #ie+ o*

pro#idin% catechetica *ormation and eadershippro#idin% catechetica *ormation and eadership

capa(iitiescapa(iities

Organi#ationOrgani#ation= the team +i dene their= the team +i dene their

e"pectations and dee%ate responsi(iitiese"pectations and dee%ate responsi(iities

accordin% to competenciesaccordin% to competencies

? ecide what you? ecide what you


54/68

?< ecide what you?< ecide what youwish to be $nownwish to be $nown

!or!orChoose ?*4 importantChoose ?*4 importanttraits=motivations you wish totraits=motivations you wish tobe $nown !orbe $nown !or

Choose ?*4 importantChoose ?*4 importantcapabilities) !unctions) styles)capabilities) !unctions) styles)

behaviors you wish to be $nownbehaviors you wish to be $nown

!or!or

Choose ?*4 !actors !rom theChoose ?*4 !actors !rom thetrans!ormational leadership youtrans!ormational leadership you

wish to be $nown !orwish to be $nown !or

O2;O2; Choose 9*8 words=phrasesChoose 9*8 words=phrases

that you wish to be $nown !or


55/68

4< e'ne your4< e'ne your

identityidentityuse the 9use the 9words=phrases towords=phrases to

reect your desiredreect your desired

identityidentity

what you wish to bewhat you wish to be

$nown !or plus how do$nown !or plus how do

you wish to get youryou wish to get your

act togetheract together

e"periment with manye"periment with many

combinations with thecombinations with the

9 words=phrases9 words=phrases


56/68

@ample@ample

collaborativecollaborative

independentindependent

deliberatedeliberate

innovativeinnovative

results*orientedresults*oriented

strategicstrategic

independentlyindependentlyinnovativeinnovative

deliberatelydeliberately

collaborativecollaborative

strategicallystrategicallyresults orientedresults oriented

7 C t t7 C t t


57/68

7< Construct your7< Construct your

leadership brandleadership brandstatementstatement

. want to be $nown !or. want to be $nown !orbeing NNNNNNNNNNNN sobeing NNNNNNNNNNNN so

that . can deliverthat . can deliverNNNNNNNNN


58/68

samplesample

. want to be $nown !or being. want to be $nown !or being

independently innovative,independently innovative,

deliberately collaborative,deliberately collaborative, andandstrategically results orientedstrategically results orientedsoso

that . can deliverthat . can deliver efectiveefective

educational outcomes or theeducational outcomes or the

catechetical ormation andcatechetical ormation andleadership capabilities in town A,leadership capabilities in town A,

PakistanPakistan


59/68

Criti(uingCriti(uing

.s this the brand identity that best

.s this the brand identity that best

represents who . am and what . canrepresents who . am and what . can

do .! you lived this declaration o!do .! you lived this declaration o!

leadership) would you see yoursel!leadership) would you see yoursel!

as success!ul Are you willing to tellas success!ul Are you willing to tellothers that this is your personalothers that this is your personal

leadership brandleadership brand

.s this brand identity something that.s this brand identity something thatcreates value in the eyes o! mycreates value in the eyes o! my

organi#ation and $ey sta$eholdersorgani#ation and $ey sta$eholders

.s this something that is needed.s this something that is needed

QQ ,hat ris$s am . ta$ing by,hat ris$s am . ta$ing by

e"hibiting this brand ,hat will thee"hibiting this brand ,hat will the

brand $eep you !rom understandingbrand $eep you !rom understandingand doin and doing

C iti iCriti(uing


60/68

Criti(uingCriti(uing,hat ris$s am . ta$ing by,hat ris$s am . ta$ing by

e"hibiting this brand ,hat wille"hibiting this brand ,hat willthe brand $eep you !romthe brand $eep you !rom

understanding and doingunderstanding and doing

Can . live this brand o you haveCan . live this brand o you have

the ability to translate thethe ability to translate the(ualities you articulate in your(ualities you articulate in yourleadership brand statement intoleadership brand statement into

day*to*day behavior Can youday*to*day behavior Can you

ma$e speci'c time commitmentsma$e speci'c time commitmentsto live the leadership brand youto live the leadership brand you

espouse Can you translate it intoespouse Can you translate it intothe decisions and choices youthe decisions and choices you

ma$ema$e


61/68

-eadership 6rand-eadership 6randMa$e it real by sharing itMa$e it real by sharing itwith others and invitingwith others and inviting

!eedbac$ !rom them!eedbac$ !rom them

6rands evolve and are6rands evolve and are

dynamic * ma$e sure youdynamic * ma$e sure yougrow in maturity and sel!*grow in maturity and sel!*

awarenessawareness

A brand is li$e yourA brand is li$e your

signaturesignature

-eadership brand is a-eadership brand is acallingcalling

- d hi- d hi


62/68

-eadership as a-eadership as a

callingcalling




63/68

a i*eon% endea#or stud)- practicaa i*eon% endea#or stud)- practicaappication- ed e"perience- insi%htsappication- ed e"perience- insi%hts

technica ececticism approachtechnica ececticism approach

theoretica inte%ration approachtheoretica inte%ration approach

common *actor approachcommon *actor approach

eadership as an art ,creati#e s)nthesis and aeadership as an art ,creati#e s)nthesis and a

science ,ri%orous discipinescience ,ri%orous discipine

2nte%ration2nte%ration

A i ti *A i ti *


64/68

Aariations o*Aariations o*

$ontin%enc) Theor)$ontin%enc) Theor)?erse) and @anchard ,1977?erse) and @anchard ,1977>ath Ioa eadership Theor) ,Jo(ert ?ouse->ath Ioa eadership Theor) ,Jo(ert ?ouse-

19711971&utipe inka%e &ode ,Iar) Buk- 1981- 1989&utipe inka%e &ode ,Iar) Buk- 1981- 1989

eadership !u(stitutes Theor) ,Kerr andeadership !u(stitutes Theor) ,Kerr and

Cermier- 1978Cermier- 1978

Lormati#e eadership Theor) ,Aroom andLormati#e eadership Theor) ,Aroom and

BettonBetton

i it ti * th T iti it ti * th T it


65/68

imitations o* the Traitimitations o* the Trait

Theor)Theor)*ocused on the eader per se and ha#e minimi;ed*ocused on the eader per se and ha#e minimi;edthe impact o* the *oo+ers and the situationthe impact o* the *oo+ers and the situation

assumed eadership +as innate cause and eectassumed eadership +as innate cause and eect

+ere not addressed+ere not addressed

*aied to account +h) certain eaders +oud (e*aied to account +h) certain eaders +oud (e

eecti#e in certain situations )et not in otherseecti#e in certain situations )et not in others

it presumes that traits are sta(e across timeit presumes that traits are sta(e across time

uni#ersa traitsHuni#ersa traitsH

*aied to oer a %uideine *or eadership*aied to oer a %uideine *or eadership

de#eopmentde#eopment

not an e"act science- e.%.- measurement o* traitsnot an e"act science- e.%.- measurement o* traits

,hy,hy


66/68

QuickTime and a


QuickTime and a


,hat,hatdoesdoes

leadershileadership loo$p loo$

li$eli$e

,hy,hy

shouldshould

anyone beanyone beled byled by

youyou

QuickTime and a

decompressorare needed to see this pict


67/68

QuickTime and a


behaviorsbehaviors


68/68

FaithFaith

CommuCommu

nionnion

@ervice@ervice

cognitivecognitive

personalpersonalinter*inter*

personalpersonal

traitstraitsbehaviorsbehaviors

!unctions!unctions

stylesstyles

motivesmotives

leadership - models and theories - an overview

Documents