1 © Pearson Education Australia (a division of Pearson Australia Group Pty Ltd) 2005 Management: Theory and Practice – Chapter 7 Schools of leadership thought  The trait approach  The behavioural approach  The situational approach

2 © Pearson Education Australia (a division of Pearson Australia Group Pty Ltd) 2005 Management: Theory and Practice – Chapter 7 What is Leadership? Leaders have an ability to control, motivate and direct people and ideas Leaders have the courage of their convictions and are fair and just in achieving their goals. Leaders communicate and achieve goals and plans effectively. Leaders help others to achieve a shared goal without relying on position power. There is no one definition that covers all situations. Refer to pages of Text.

3 © Pearson Education Australia (a division of Pearson Australia Group Pty Ltd) 2005 Management: Theory and Practice – Chapter 7 Trait Approach A natural leader Physical Intellectual Personality Characteristics 3 most common Traits 1.Intelligence (Above average but not genius) Ability to solve complex and abstract problems. 2.Initiative Inventiveness Can see what needs to be done and does it. 3.Self assurance Self esteem

4 © Pearson Education Australia (a division of Pearson Australia Group Pty Ltd) 2005 Management: Theory and Practice – Chapter 7 Behaviour Approach Leadership Styles Task Centred DictatorialFear- Force AuthoritarianAutocratic Positional Leadership People Centred DemocraticParticipative Leadership. Laissez-faireNon directive Free reign Leadership

5 © Pearson Education Australia (a division of Pearson Australia Group Pty Ltd) 2005 Management: Theory and Practice – Chapter 7 Tannerbaum and Schmidts Continuum of Leadership Styles Leader Centred Tells Sells Consults Shares Delegates Employee Centred

6 © Pearson Education Australia (a division of Pearson Australia Group Pty Ltd) 2005 Management: Theory and Practice – Chapter 7 Continuum of leadership roles

7 © Pearson Education Australia (a division of Pearson Australia Group Pty Ltd) 2005 Management: Theory and Practice – Chapter 7 Blake and Mouton’s Managerial Grid People Country Club Output Task Management

8 © Pearson Education Australia (a division of Pearson Australia Group Pty Ltd) 2005 Management: Theory and Practice – Chapter 7 The managerial grid

9 © Pearson Education Australia (a division of Pearson Australia Group Pty Ltd) 2005 Management: Theory and Practice – Chapter 7 Likert’s consideration and structure model

10 © Pearson Education Australia (a division of Pearson Australia Group Pty Ltd) 2005 Management: Theory and Practice – Chapter 7 Adair’s Functional Leadership appoach Task Needs Need to reach set goals Team Needs Need to work as a team. Individual Needs Individuals need to feel satisfied with their work.

11 © Pearson Education Australia (a division of Pearson Australia Group Pty Ltd) 2005 Management: Theory and Practice – Chapter 7 Overlapping needs

12 © Pearson Education Australia (a division of Pearson Australia Group Pty Ltd) 2005 Management: Theory and Practice – Chapter 7 Situational approach Leaders need to be flexible and adaptable. No one style will suit all situations. Fielders Contingency Theory Hersey and Blanchard’s Task Readiness Theory

13 © Pearson Education Australia (a division of Pearson Australia Group Pty Ltd) 2005 Management: Theory and Practice – Chapter 7 Assessing task-readiness level

14 © Pearson Education Australia (a division of Pearson Australia Group Pty Ltd) 2005 Management: Theory and Practice – Chapter 7 Task-readiness theory

15 © Pearson Education Australia (a division of Pearson Australia Group Pty Ltd) 2005 Management: Theory and Practice – Chapter 7 Which leadership style?