Leadership Styles

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    20-Jan-2015
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Presentation to management about different leadership styles.

Transcript of Leadership Styles

  • 1. Leadership Concepts
    Are you
    Born a leader
    or are you
    Made a leader?

2. Leadership Concepts
Are leaders born or made?
Thomas Carlyle suggested the great man theory, that is, that leaders are born with innate qualities or traits that set them apart from other mere men
Researchers since have found that there is not one set of traits that makes someone a leader
Traits that are found in leaders are also found in followers
Trait theories did not show leaders were successful in different situations using very different methods
As the limitations of early explanations for leadership development became clear, researchers turned to other areas for investigation
3. Leadership Concepts
Areas that researched turned to in order to explain what makes a good leader
Behavioral Theories
Situational Theories
Contingency Theories
4. Behavioral Theories
1940 saw a shift in belief towards that which supported the idea that Leadership could be taught.
Anyone could become a leader with the right information
Not based on personality traits
Based on what the leader did to make people follow them
Two aspects of behavior became apparent in the research
5. Behavior Theory
Two Aspects of Behavior
Behavior focused on the structural elements of the job
Establishing rules and guidelines for employees
Behavior that considered the needs of the employees
Standing up for employees
Explaining decisions
There were leadership characteristics that were not explained by behavioral theories
How or why one behavioral aspect worked in one situation but not another
6. Situational Theories
Seeks to explain leadership effectiveness in different situations
Elements that are considered
How the leaders and followers interact
How the work is structured
There are three main situational theories
Blake-Mouton managerial grid, 1968
Path-goal theory, 1971
Hersey-Blanchard theory, 1977
7. Blake-Mouton Managerial grid
Considers two aspects
Concern for people
Concern for production
Uses 9 levels to measure each aspect
Leaders on the lowest (1,1)level show no concern for people or production
Leaders on the highest extreme show maximum concern for both people and production
Leaders scoring (9,9) are the most effective leaders
8. Path-goal Theory
Proposes that a leader can impact the behavior of a group by establishing goals and providing direction on reaching those goals
Four leadership styles may be used to accomplish this
Directive
Supportive
Participative
Achievement
9. Path-goal Theory
Directive
Specifics what is to be done
Supportive
Leader provides encouragement for the group members
Participative
Leader involves the group in decision making process
Achievement
Leader establishes a difficult goal and encourages the group to accomplish it
10. Hersey-Blanchard Theory
Describe leadership in terms of maturity level of the followers
Two types of maturity
Psychological maturity (motivation)
Job task maturity (level of experience)
This model provides four styles of leadership appropriate in different circumstances
Telling
Selling
Participating
Delegating
11. Hersey-Blanchard Theory
Telling
With an immature team member base the leader must be direct in providing guidance and defining roles
Selling
With some experience, leader is directing in a more general sense; Encouraging motivated followers with lack of experience
Participating
Followers may lack necessary motivation and require support and encouragement to act on their own
Delegation
Followers have the maturity to accomplish their tasks, leader identifies the goal and the followers are accountable to produce the results
12. Contingency Theories
Begins with an assessment of leaders style
Uses the least preferred co-worker scale
Indentify the co-worker (past or present) with whom you had the most difficulty working and rate this person on a scale of 1 to 8 on a series of measures such as level of cooperation and friendliness
The result is know as the Least Preferred Co-worker (LPC)
A high score indicates the leaders has a greater concern for people than tasks
A low score indicates a greater concern for tasks
LPC score could predict the situation in which the leader would have a better chance of success
13. Contingency Theory
Describes situations in terms of three aspects
Leader-member relations
Relationship between the leaders and members of the group are the key factor in determining the level of influence the leader will have within the group
Task Structure
Jobs that are highly structured provide a leader with greater influence than those that require little structure
Position Power
Situations in which the leader has the discretion to assign tasks or to reward or punish members of the group provide the leader with a greater chance of success
14. Leadership Styles
What kind of leader are you?
15. Leadership Styles
There are many different types of leadership styles that are appropriate and effective in different situations.
We have all experienced different types of leadership styles
What type of leader are you?
16. Leadership Styles
Authoritarian or Directive
Democratic
Laissez-Faire
Coaching
Transactional
Transformative
17. Authoritarian or Directive
Effective in situations requiring immediate actions
Effective in situations that are life threatening
Can be the best style when productivity is the highest concern
18. Democratic
Most effective in environments of highly skilled professional employees
Good style for individuals who are self motivated and accomplish tasks on their own
Most effective style when relationships in the work environment are of primary concern
19. Laissez-faire
Allows group members to operate on their own
Provides no direction or guidance
Can lead to chaos if members lack confidence in their abilities
May be an acceptable style for those who are highly motivated and can work independently
In general it results in lower levels of productivity
20. Coaching
Coaches work with the group members to develop skills and abilities so that they will be able to operate independently
21. Transactional
Focus on getting the job done
Offering a reward in exchange for accomplishing goals
Manage by exception
Seeking out areas where rules are not being followed and making corrections
Taking action when a goal is not met
22. Transformation
Focuses on the relationships in the group
Building relationships to achieve organizational goals
Set the ideal for the group and act as a role model
Inspire Excellence within the group
Stimulate new ideas and perspectives
Transformative leaders are coaches who work with individuals to develop their skills and abilities and improve their performance
23. Leadership Styles
Authoritative or Directive
Democratic
Laissez-faire
Coaching
Transactional
Transformative
24. LEADERSHIP STYLES
How many leadership styles do you embody?