Post on 30-Apr-2018
JPSO Leadership Program
Leadership Theories & DISC Styles
Leadership vs. Management
Working in the system
React
Control risks
Enforce organizational rules
Seek and then follow direction
Control people by pushing them in
the right direction
Coordinate effort
Provide instructions
Working on the system
Create opportunities
Seek opportunities
Change organizational rules
Provide a vision to believe in and
strategic alignment
Motivate people by satisfying
basic human needs
Inspire achievement and energize
people
Coach followers, create self-
leaders and empower them
Agenda
Network Development for Agenda Achievement
Execution
Outcomes
Leadership Management
Establishing Direction
Develop future vision
Develop change strategies to achieve
vision
Aligning People
Communicate directly by words &
deeds to those whose cooperation is
needed
Influence creation of coalition/teams
that understand & accept vision and
strategies
Motivating/inspiring
Energy to overcome barriers (ex.
Political resource, bureaucratic) to
change by satisfying basic needs
Tends to Produce
Change often dramatic
Provides potential for very useful
change (ex. New products)
Planning/Budgeting
Develop detailed steps/ timetables for
results
Allocate necessary resources
Organizing/Staffing
Develop necessary planning, staffing,
delegation structures
Provide policies/procedures for guidance
and methods/systems for monitoring
Control/Problem Solving
Monitor results vs. plan in detail
Identify results/plan deviations and plan
and organize to correct
Tends to Produce
Order/predictability
Key results expected by stakeholders
The manager administers; the leader innovates.
The manager maintains; the leader develops.
The manager accepts reality; the leader investigates it.
The manager focuses on systems and structures; the leader focuses on people.
The manager relies on control; the leader inspires trust.
The manager has a short-range view; the leader has a long-range perspective.
The manager asks how and when; the leader asks what and why.
The manager has his or her eye always on the bottom line; the leader has his or her eye on the horizon.
The manager imitates; the leader originates. The manager accepts the status quo; the leader challenges it.
The manager is the classic good soldier; the leader is his or her own person.
The manager…; The leader…
Timeline of Leadership Theories
• 1900’s: Are leaders natural-born?
• 1930’s: How does leadership emerges & develops in small groups?
• 1940’s-1950’s: What traits do leaders have in common?
• 1950’s-1960’s: What patterns of behavior result in leadership?
• 1960’s-1970’s: Which leadership behaviors work in specific situations?
• 1980’s: What key traits, behaviors and situations allow leaders to lead their organizations to excellence?
Leadership Theories
• Trait Theory • Behavioral Theories (Ohio State studies)
– Role Theory – The Managerial Grid
• Participative Leadership – Lewin’s leadership styles (University of Iowa studies) – Likert’s leadership styles (University of Michigan
studies) • Contingency Theories
– Fiedler’s Least Preferred Co-Worker (LPC) Theory – Cognitive Resource Theory – House’s Path-Goal Theory of Leadership
• Situational Leadership – Hersey and Blanchard’s Situational Leadership – Vroom and Yetton’s Normative Model
Trait Theory
• Early on, it was thought that leaders were born with
inherent physiological and personality traits.
– Age
– Height
– Intelligence
– Academic achievements
• Stogdill (1974) – identified several general factors that differentiate leaders from non-leaders…
Continued
• Capacity: problem-solving capabilities, making judgments and working hard
• Achievements: accomplishments such as academic record, knowledge and sports
• Responsibility: dependability, reliability, self-drive, perseverance, aggressiveness and self-confidence
• Participation and involvement: highly developed social interaction, popularity, swift adaptation to changing situations, and easier cooperation compared to non-leaders
• Socio-economic status: effective leaders usually belong to higher socio-economic classes
Behavioral Theory
• Ohio State University studies focused on task and social behavior of leaders
• Identified two dimensions of leader behavior
– Initiating Structure: role of leader in defining his/her role and roles of group members
– Consideration: leader’s mutual trust and respect for group members’ ideas and feelings
• Two different behavioral theories:
Role Theory
Managerial Grid
Role Theory
• Assumptions about leaders’ in organizations are shaped by culture, training sessions, modeling by senior managers, etc.
– People define roles for themselves and others based on social learning and reading.
– People form expectations about the roles that they and others will play.
– People subtly encourage others to act within the role expectations they have for them.
– People will act within the roles they adopt.
Managerial Grid
• Developed by Drs. Robert R. Blake and Jane S. Mouton
• Believed managers have different leadership styles which led to two different dimensions of leadership:
• Concern for Production: manager who is task-oriented and focuses on getting results or accomplishing the mission (X-axis of grid)
• Concern for People: manager who avoids conflicts and strives for friendly relations with subordinates (Y-axis of grid)
Participative Theory
• Assumes the following
– Involvement in decision-making improves the understanding of the issues involved and the commitment of those who must carry out the decisions.
– People are less competitive and more collaborative when they are working on joint goals.
– Several people deciding together make better decisions than one person alone.
• Two different participative theories:
Lewin’s leadership styles
Likert’s leadership styles
Lewin’s Leadership Style
• Kurt Lewin’s studies at the University of Iowa (1939)
• Identified three different styles of leadership:
• Autocratic: centralized authority, low participation
(works where input would not change decision or employee motivation, excessive styles lead to revolution)
• Democratic: involvement, feedback
(appreciated by people, most effective style but problematic when there are a range of opinions)
• Laissez-Faire: hands-off management
(works when people are motivated and there is no requirement for central coordination)
Michigan Studies
• Studies conducted by Michigan University beginning in the 1950s
• Found 3 critical characteristics of effective leaders:
- Task-oriented behavior
– Effective Leaders didn’t do the same work as their subordinates.
- Relationship-oriented behavior
– Focus on task, but also on relationship with subordinates
- Participative leadership
– Use a participative style, managing at the group level as well as individually
– The role of the manager is more facilitative than directive
Contingency Theory
• Assumptions:
– No one best way of leading
– Ability to lead contingent upon various situational factors:
• Leader’s preferred style
• Capabilities and behaviors of followers
• Various other situational factors
• Effect:
– Leaders who are successful in one situation may become unsuccessful if the factors around them change
Situational Theory
• Situational factors (motivation, capability of followers, relationship between followers and leader) determine the best action of the leader
• The leader must be flexible to diagnosis the leadership style appropriate for the situation and be able to apply the style
• No one best leadership style for all situations
Path Goal Theory
Summary of Leadership Theories Theory Leadership Based On…
Trait Theory Leaders born with leadership traits
Behavioral Theory Initial structure and consideration
- Role Theory Shaped by culture, training, modeling
- Managerial Grid Concern for production and concern for people
Participative Leadership More people involved = better collaboration
- Lewin’s Style Autocratic, democratic, laissez-faire
- Likert’s Style Task oriented, relationship oriented, participative style
Contingency Theories No one best leadership style
- Fiedler’s LPC Theory Task focus v. relationship focus
- Cognitive Resource Theory Intelligence and experience make a difference
- House’s Path Goal Theory Help followers make their goals compatible with organizational goals
Situational Leadership Similar to contingency theory
- Hersey and Blanchard Based on relationship between leader and follower and task behavior
- Vroom & Yetton Decision quality and decision acceptance
DISC Styles
William Marston – Emotions of Normal People (1926)
• DISC is a behavioral style analysis that can help you improve your interpersonal communications and your business relationships.
• Basic assumptions: • There are four basic behavioral styles, none of which is better or worse than any
other. • Each style has its own characteristic strengths and weaknesses.
Your dominant style influences the way you act, react, and interact. • The behavioral patterns of one style tend to conflict with those of the other three
styles, making it easier to get along with people of the same style. • The behavioral patterns of one style can complement those of the other three
styles, making it more advantageous to work with people of different styles. • To create effective working relationships, it’s helpful to understand and adapt to
the behavioral styles of the people you are working with. • DISC describes behavior — what you say and do, the external and observable
expression of your life. • It does not delve into your personality (the mental, emotional, and behavioral
composition of your inner life), motives, values, skills, or experience.
Preliminary thoughts…
• We are often a blend of 2-3 styles.
• Every style is equally gifted, valuable & capable of leadership.
• Our styles may change, somewhat, depending on the context or demands of the environment.
• However, we can generally identify a predominant style in which we prefer to operate.
• Every strength overused can become a weakness.
• Each style has “fruit of the spirit” growth opportunities.
• We need to value & affirm each others strengths, and minimize & compliment each others weaknesses.
D I
C
Product Oriented
Active / Outgoing
Passive / Reserved
Process Oriented
Tas
k O
rien
ted
P
eo
ple
Orie
nte
d
S
3% 11%
17% 69%
Faster Paced
Slower Paced
Feel less powerful than environment
Feel more powerful than environment
Manage
Lead
Vie
w E
nvir
on
me
nt a
s U
nfa
vo
rab
le/N
eg
ative V
iew
Enviro
nm
en
t as F
avora
ble
/Positiv
e
D I
C
Product Oriented
Active / Outgoing
Passive / Reserved
Process Oriented
Task O
rien
ted
P
eop
le O
riente
d
S
3% 11%
17% 69%
Choleric Sanguine
Phlegmatic Melancholy
Opposites
Opposites
Play Work
Opposites
Opposites
We often
are blends
D I
C
Product Oriented
Active / Outgoing
Passive / Reserved
Process Oriented
Tas
k O
rien
ted
P
eo
ple
Orie
nte
d
S
3% 11%
17% 69% Vie
w E
nvir
on
me
nt a
s U
nfa
vo
rab
le/N
eg
ative V
iew
Enviro
nm
en
t as F
avora
ble
/Positiv
e
D Dominant/Driver
General Characteristics
• Direct
• Decisive
• High Ego Strength
• Problem Solver
• Risk Taker
• Self-Starter
• See the big picture
D Dominant/Driver
Value to Team
• Bottom-line organizer
• Maintain focus on goals
• Push group toward decisions
• High value on time
• Challenges status quo
• Innovative
• Instinctive initiators/directors
D Dominant/Driver
Possible Weaknesses
• Oversteps authority
• Argumentative
• Dislikes routine
• Attempts too much at once
• Impatient
Greatest Fear
• Being taken advantage of
I Influencing/Inspiring
General Characteristics
• Enthusiastic
• Trusting
• Optimistic (sees the cup half…)
• Persuasive
• Talkative/Conversationalist
• Impulsive/Spontaneous
• Comfortable with expressing emotion
I Influencing/Inspiring
Value To Team
• Creative problem solver
• Gifted brain-stormer
• Great encourager
• Motivates others to achieve
• Positive sense of humor
• Negotiates conflicts; peace maker
• Instinctive communicators
I Influencing/Inspiring
Possible Weaknesses
• More concerned with popularity & social dimension than tangible results
• Inattentive to detail
• Overuses gestures and facial expressions
• Wants to talk more than listen
Greatest Fear
• Rejection
S Stable/Steady
General Characteristics
• Good listener
• Team player
• Supportive
• Steady; predictable
• Understanding; Friendly
• Common sense
• Possessive
S Stable/Steady
Value To Team
• Reliable/dependable
• Loyal team player
• Compliant towards authority
• Good listener
• Patient, empathetic, supportive
• Good at reconciling conflicts
• Finds the simple way of doing things
• Instinctive relators
S Stable/Steady
Possible Weaknesses
• Resists change
• Takes a long time to adjust to change/make decisions
• Sensitive to criticism
• Holds a grudge
• Difficulty establishing priorities
Greatest Fear
• Loss of security/stability
C Compliant/Correct
General Characteristics
• Accurate; Analytical
• Fact-Finder; Precise
• Detail oriented
• Conscientious
• Careful; Cautious
• High Standards
• Systematic
C Compliant/Correct
Value To Team
• Perspective: “The anchor of reality”
• Conscientious and even tempered
• Thorough in all activities
• Gathers, criticizes and tests information
• Quick to sees potential problems, pitfalls
• Quality control
• Follows through on details
• Instinctive organizers
C Compliant/Correct
Possible Weaknesses
• Needs clear-cut boundaries/rules
• Bound by procedures/policies/methods
• Gets bogged down in details
• Prefers not to verbalize feelings
• Will give in rather than argue
• Can be critical/perfectionistic (Sees the cup 1/2…)
Greatest Fear
• Criticism
D I
C
Product Oriented
Active / Outgoing
Passive / Reserved
Process Oriented
Task O
rien
ted
P
eop
le O
riente
d
S
3% 11%
17% 69%
Choleric Sanguine
Phlegmatic Melancholy
Force of character /
Clear direction
Persuasion /
Inspiration
Data / Analysis Support / Slowing
things down
CONTROLS/LEADS BY:
D I
C
Product Oriented
Active / Outgoing
Passive / Reserved
Process Oriented
Task O
rien
ted
P
eop
le O
riente
d
S
3% 11%
17% 69%
Choleric Sanguine
Phlegmatic Melancholy
Autocratic managers
– great in crisis
Participative
managers – influence
& inspire
Participative managers
– accomplish goals via
relationships
“Do it yourself”
managers – create &
maintain systems
MANAGEMENT STYLE
D I
C
Product Oriented
Active / Outgoing
Passive / Reserved
Process Oriented
Task O
rien
ted
P
eop
le O
riente
d
S
Do it… My Way Do it… The fun way
Do it… The easy way Do it… The right way
Just do it! You can do it!
Do it right! We can do it!
What Who
Why How
Task Orientation
D I
C
Product Oriented
Active / Outgoing
Passive / Reserved
Process Oriented
Task O
rien
ted
P
eop
le O
riente
d
S
Communication Strengths
Direct
Clear
Confident
Outspoken
Brings focus
To the point
Big picture
Decisive
Directive
Expressive
Talkative
Accepting
Encouraging
Optimistic
Persuasive
Sense of humor
Encouraging
Thinks out loud
Great ideas
Sincere
Genuine
Soft spoken
Sensitive/Gentle
Easy going
Personal
Friendly
Accepting
Diplomatic
Strives for harmony
Soft spoken
Reserved/quiet
Concise/accurate
Asks great questions
Logical
Systematic
D I
C S
Communication Growth Tips
• Work on gentle approach
• Focus more on subordinate’s’
feelings, opinions, ideas than
task, projects
• Resist having to “win” every
argument
• Resist sarcasm
• Talk less
• Listen more
• Speak slowly
• Complete your thoughts, sentences
• Be careful of interrupting &
dominating conversations
• Don’t run from conflict
• Be more direct/assertive in
interactions
• Work on expressing thoughts,
opinions, feelings
• Initiate conversation more
• Work on expressing
thoughts, opinions, feelings
• Focus less on facts, logic &
more on subordinates’
feelings, concerns
• Criticize less
• Praise more