trait and behavioral theories of leadership
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Trait and Behavioral
Theories of Leadership
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A group of donkeys led by a lion
can defeat a group of l ions led bya donkey.
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Leadership is the ability to get the best out of your teamin any given situation.
Leadership is unlocking peoples potential to becomebetter.
Leadership is the ability to influence a group toward theachievement of a vision or set of goals.
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Leadership Styles
Autocratic:
Leader makes decisions without reference to anyone else
High degree of dependency on the leader
Can create de-motivation and alienation of staff
Communication tends to be one- way, that is, downward,
May be valuable in some types of business where decisions
need to be made quickly and decisively or when subordinates
are inefficient.
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Leadership Styles
Democratic:
Also known as participative or employee oriented style
The essence of this style is consultation
The communication is two way
High satisfaction and decreased dependence on leader
Better decisions through shared information
Participation may be seen as a sign of inefficiency on the
part of the leader
Time consuming
Sometimes participation tantamount the passing the buck to
subordinates by the leader
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Laissez-Faire: Letitbethe leadership responsibilities are shared by all
Can be very useful in businesses where creative ideas are
important Can be highly motivational, as people have control over their
working life
Can make coordination and decision making time-
consuming and lacking in overall direction Relies on good team work
Relies on good interpersonal relations
Leadership Styles
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Trait Theories of Leadership
LEADERS ARE BORN, NOT MADE PHYSICAL CHARACTERISTICS
APPEARANCE, HEIGHT, AGE
PERSONALITYEXTROVERSION, PERSISTENCE, SELF-ASSURANCE, DECISIVENESS
INTELLIGENCEKNOWLEDGE, ABILITY, JUDGMENT
SOCIAL CHARACTERISTICSTACT, DIPLOMACY, SOCIABILITY, FLUENCY
THE BIG FIVE PERSONALI TY TRAITS* * * EXTROVERSION (AMBITION, ENERGY)
** CONSCIENTIOUSNESS
** OPENNESS TO EXPERIENCE
* EMOTIONAL STABILITY (SELF-CONFIDENCE)
AGREEABLENESS
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Based on the latest findings, two conclusions can bedrawn
Traits can predict leadership
Traits do a better job at predicting the emergence of
leaders and the appearance of leadership than actually
distinguishing between effective and ineffective
leaders.
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Skills Required for Leadership Effectiveness
Technical Skills Include knowledge about methods,processes, and equipment for conducting the specializedactivities of the managersorganizational unit
Conceptual Skills Involve good judgment, foresight,intuition, creativity, and the ability to find meaning andorder in ambiguous, uncertain event
Interpersonal Skills Include knowledge about humanbehavior and group processes, ability to understand thefeelings, attitudes, and motives of others, and ability tocommunicate clearly and persuasively.
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Relative Importance of Skills at Different
Levels of Management
Conceptual Interpersonal Technical
anagement
Level
0 % 100%
Skill Levels Required
Higher and top
management
Middle
management
Supervisory
management
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Behavioral Theories of Leadership
Theories proposing that specific behaviors
differentiate leaders from non-leaders. Trait theoriesare helpful in selecting right people in an organization
requiring leadership, but if behavioral determinants of
leadership could be found, we could train people to be
leaders.
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Ohio State Studies
I ni tiating Structure: The extent to which a leader is likely to
define and structure his role and those of subordinates in the search
for goal attainment.
Consideration: The extent to which a leader is likely to have
job responsibilities characterized by mutual trust, respect for
subordinatesideas, and regard for their feelings.
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University of Michigan Studies
Employee-Oriented Leader
Production-Oriented Leader
The M ichigan studies emphasized employee oriented
leadership over production oriented leadership whereas theOhio State studies suggested that both consideration and
ini tiating structure are important to effective leadership.
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Specific Task Behaviors
Planning Work Activities
1. Identify necessary action steps
2. Identify the optimal sequence of action steps
3. Estimate the time needed to carry out eachaction step
4. Determine starting times and deadlines foreach action step
5. Estimate the cost of each action step6. Determine who will be accountable for each
action step
7. Develop procedures for monitoring progress
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Specific Task Behaviors
Clarifying Roles and Objectives
Defining Job Responsibilities Explain the important job responsibilities
Clarify the persons scope of authority
Explain how the job relates to the mission of the unit
Explain important policies, rules, and requirements
Assigning Work
Clearly explain the assignment
Explain the reasons for an assignment
Clarify priorities and deadlines
Check for comprehension Setting Performance Goals
Set goals for relevant aspects of performance
Set goals that are clear and specific
Set goals that are challenging but realistic
Set a target date for attainment of each goal
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Specific Task Behaviors
Monitoring Operations
1. Identify and measure key performance indicators
2. Monitor key process variables as well as outcomes
3. Measure progress against plans and budgets4. Observe operations directly when it is feasible
5. Encourage reporting of problems and mistakes
6. Conduct periodic progress review meetings
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Specific Relations Behaviors
Supporting
Show acceptance and positive regard
Be polite and considerate, not arrogant and rude
Treat each subordinate as an individual
Remember important details about the personBe patient and helpful when giving instructions or explanations
Express confidence in person when there is a difficult task
Provide assistance with the work when it is needed
Be willing to help with the personal problems
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Specific Relations Behaviors
DevelopingCoaching and Mentoring
Coaching Help the person analyze his or her performance by asking
questions or suggesting aspects to examine more closely
Provide constructive feedback about effective and ineffective
behaviors exhibited by the person Suggest specific things that could help to improve the persons
performance
Demonstrate a better way to do a complex task or procedure
Express confidence the person can learn a difficult task orprocedure
Provide opportunities to practice difficult procedures before theyare used in the work
Help the person learn how to solve a problem rather than just
providing the answer
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Specific Relations Behaviors
DevelopingCoaching and Mentoring
Mentoring
Help the person identify relevant strengths and weaknesses
Help the person find ways to acquire necessary skills and
knowledge. Encourage attendance at relevant training courses
Provide opportunities to learn from experience
Provide helpful career advice
Promote the persons reputation
Serve as a role model (demonstrate appropriate behavior)
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Specific Relations Behaviors
Recognizing
Recognize a variety of contributions and achievements
Actively search for contributions to recognize
Recognize specific contributions and achievements
Recognize improvements in performance
Recognize commendable efforts that failed
Provide recognition that is sincere
Provide recognition that is timely
Use a form of recognition appropriate for the person andsituation
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The Managerial Grid( Blake and Mouton)
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Country club management (1,9) occurs when primary
emphasis is given to people rather than to work outputs.Authority-compliance management (9,1) occurs whenefficiency in operations is the dominant orientation.
Middle-of-the-road management (5,5) reflects themoderate amount of concern for both people andproduction.
Improvised leadership (1,1) means the absence ofleadership philosophy.
Team management (9,9) often is considered the mosteffective style and is recommended because organizationmembers work together to accomplish tasks.