A Little History of

Leadership Research

Leaders are born not made

Great Man Theory

People who display great vision, personality and competence rise to prominence and affect the course of history or business –

Thomas Carlyle

Trait Theory

A trait is defined as being a dispositional factor that regularly and persistently determines our conduct in many different types of situation –

Leaders have different traits to followers

Francis Galton

There are two main leadership dimensions: Job-centred and employee-centred (task and relationship).

Identify current leadership style and then develop single most appropriate style.

Style Counselling – Ohio & Michigan

Blake and Mouton

Ohio & Michigan StudiesOhio – Consideration for the Follower/Initiation of StructureMichigan – Employee-centred vs. Production-centred leaders

No one style is always effective – leadership is situational

Situational leadership

Hersey & Blanchard

Study for the American Management Association (AMA)

There are transferable management competencies which enable good managers to be effective and which are not to do with technical aspects of the work

The Competent Manager

Richard Boyatzis

Workshadowing Diaries

Managers are so bound up in day-to-day problem-solving that managing their people seems an unlikely event

What Managers Actually Do

Recordings

Henry Mintzberg

Not only do managers and leaders fulfil different functions in an organisation, but the functions are themselves in opposition since managers generally want to preserve the status quo and leaders to change it. Managers and leaders are fundamentally different types of people.

Managers and Leaders

Abraham Zaleznik

Transformational Leadership

Transactional Leaders approach followers with an eye to exchanging one thing for another, Transformational Leaders recognise an existing need and look for potential motives in followers, seeking to engage the full person.

George McGregor Burns

The High Performer – Schroder

There is a set of behaviours which distinguish high performing managers and leaders from the average – the behaviours are indicative of high performance and can be learned and developed.

Harold M Schroder

The Leadership Challenge

What do followers really want? Challenge the process Inspire a shared vision Enable others to act Model the way Encourage the heart.

Kouzes and Posner

What Leaders Really Do

Good management controls complexity, effective leadership produces useful change – leaders do it by having a network and an agenda.

John Kotter

Emotional Intelligence

Emotional intelligence (being aware of, and able to control, one's emotions, whilst recognising others feelings and handling relationships accordingly) is a skill that can be taught and cultivated, and is as important as IQ for success. Goleman (& others)

Authentic Leadership

Authenticity is relational. It’s not a property of individuals, it’s a property of relationships.

Goffee & Jones

Leadership is a Process – VIDA

You need a clear VISION of where you want to go or what you are trying to build. You need to be able to INSPIRE people to go with you. You need to DEVELOP capability. And you need to be good at getting yourself and others into ACTION

Alan J Sears