1. Welcome to the presentation on “Leadership Styles and Traits”

2. Introduction
The school administrator is the linchpin for success in the educational environment. It is a pre-requisite of an administrator or any school leader to possess the necessary personality traits and leadership styles that will assist them in obtaining an efficient and effective school atmosphere.

3. Objectives of Presentation
* Define leader, leadership styles and traits
*Highlight the leadership styles and traits
*Pro’s and Con’s of leadership styles
*Factors of selecting good leadership styles

4. A leader is one who inspires, motivates and leads people to accomplish organizational goals

5. Leadership is all about influencing a group of people

6. Traits of an effective leader

7. Leadership traits Extraversion Conscientiousness Openness
Emotional Intelligence (Qualified

8. Trust
Personal Integrity

9. Collaboration
Cooperative

10. Confidence
Emotional stability & maturity

11. Competence

12. Ambitious and Assertive
Competitive Spirit
Ambitious and Assertive

13. How do you define leadership style and Leadership trait?

14. What is Leadership style and Trait?
A leadership style is a leader’s style of providing direction, implementing plans, and motivating people. Lewin ( 1930)
Leadership traits describe the characteristics and personality traits that are common among leaders. It encompasses physical, emotional, social and intellectual characteristics.

15. Types of Leadership Styles

16. History of Leadership Styles for Educational Leaders
Autocratic
Bureaucratic
Scientific
Democratic
Laissez-faire
Situational
Relational
Collaborative
Human Resources
Transactional
Transformational
Constructivist
Moral/Spiritual

17. 1. Democratic/ Participative Leadership Style

18. When to use Democratic Leadership Style?

19. Team Agreement is needed

20. Greater motivation and commitment

21. Knowledgeable and skillful team members

22. Limitation of Democratic Leadership Style

23. It is a time consuming affair

24. Transactional
Motivate followers by appealing to their own self- interest
Motivate by the exchange process.
Focuses on the accomplishment of tasks & good worker relationships in exchange for desirable rewards.
Encourage leader to adapt their style and behavior to meet expectations of followers
Some researchers added to Burns original theory and it is thought by many today that transactional leadership can encompass four types of behavior.
1. Contingent Reward – To influence behavior, the leader clarifies the work needed to be accomplished. The leader uses rewards or incentives to achieve results when expectations are met.
2.  Passive Management by Exception - To influence behavior, the leader uses correction or punishment as a response to unacceptable performance or deviation from the accepted standards.
3. Active Management by Exception - To influence behavior, the leader actively monitors the work performed and uses corrective methods to ensure the work is completed to meet accepted standards.
4.   Laissez-Faire Leadership – The leader is indifferent and has a “hands-off” approach toward the workers and their performance. This leader ignores the needs of others, does not respond to problems or does not monitor performance.
Transactional leadership behavior is used to one degree or another by most leaders. However, as the old saying goes, “if the only tool in your workbox is a hammer…you will perceive every problem as a nail”. A leader should not exclusively or primarily practice transactional leadership behavior to influence others! Here are a few common problems of those who do so. Some use transactional leadership behavior as a tool to manipulate others for selfish personal gain. It can place too much emphasis on the “bottom line” and by its very nature is short-term oriented with the goal of simply maximizing efficiency and profits. The leader can pressure others to engage in unethical or amoral practices by offering strong rewards or punishments. Transactional leadership seeks to influence others by exchanging work for wages, but it does not build on the worker’s need for meaningful work or tap into their creativity. If utilized as the primary behavior by a leader it can lead to an environment permeated by position, power, perks and politics. The most effective and beneficial leadership behavior to achieve long-term success and improved performance is transformational leadership.

25. Transformational Charismatic and visionary
Inspire followers to transcend their self-interest for the organization
Appeal to followers' ideals and values
Inspire followers to think about problems in new or different ways
Common strategies used to influence followers include vision and framing
Transformational leadership is about hearts and minds, about empowering people not controlling them. 
4 theories of Transformational Leadership included: 
Management by Command — Unsophisticated management in which subordinates are told what to do and have little say in what and when. 
Management by Objectives — Process management in which subordinates are given goals and decide how to achieve them. 
Management by Communication — Sophisticated organizations in which skilled subordinates deduce their own goals by learning about the needs of the organization. 
4. Management by Vision — In which management is about inspiring people to achieve what only they know they can achieve by concentrating on what is possible. 
Transformational leaders are more visionary and inspirational in approach. They tend to communicate a clear and acceptable vision and goals, with which employees can identify and tend to engender intense emotion in their followers. Rather than exchanging rewards for performance, transformational leaders attempt to build ownership on the part of group members, by involving the group in the decision process. When transformational leaders are successful, they are able to move followers from external to internal control.

26. 2. Autocratic Leadership Style

27. When to use Autocratic Leadership Style?

28. When quick decisions are needed

29. No need for others input

30. Team agreement is not necessary

31. When high level of management control is needed

32. Limitations of Autocratic Leadership

33. Employees cannot question decisions

34. Little opportunity to give suggestions

35. 3. Laissez-Faire/ Free Rein Leadership Style

36. When to use Laissez Faire/ Free Rein Style?

37. When the team is highly capable

38. When team members are able to analyze the situation

39. When close monitoring of a decision is not needed

40. When there is full trust and confidence in the team members

41. Limitations of Laissez Faire/ Free Rein Leadership Style

42. Not suitable for lesser experienced employees

43. Lack of motivation
Poor productivity

44. Other Referenced Theories
Theory X and Theory Y
Theory X and Theory Y each represent different ways in which leaders view employees.
Theory X is the traditional view of direction and control by managers.
Theory Y is the view that individual and organizational goals can be integrated.
Douglas McGregor described Theory X and Theory Y in his book, The Human Side of Enterprise.
Theory X managers believe that employees are motivated mainly by money, are lazy, uncooperative, and have poor work habits. Theory Y managers believe that subordinates work hard, are cooperative, and have positive attitudes.

45. Tight control, lots of rules, no freedom
Management/
Leader
Tight control, lots of rules, no freedom
Theory X is the traditional view of direction and control by managers.
1. The average human being has an inherent dislike of work and will avoid if he or she can. 2. Because of this human characteristic of dislike of work, most people must be controlled, directed, and threatened with punishment to get them to put forth adequate effort toward the achievement of organizational objectives. 3. The average human being prefers to be directed, wishes to avoid responsibility, has relatively little ambition, wants security above all.
Theory X leads naturally to an emphasis on the tactics of control - to procedures and techniques for telling people what to do, for determining whether they are doing it, and for administering rewards and punishment. Theory X explains the consequences of a particular managerial strategy. Because its assumptions are so unnecessarily limiting, it prevents managers from seeing the possibilities inherent in other managerial strategies. As long as the assumptions of Theory X influence managerial strategy, organizations will fail to discover, let alone utilize, the potentialities of the average human being.
Staff/
Followers
Alan Chapmen

46. Lots of freedom, creativity & responsibility
Staff/
Followers
Lots of freedom, creativity & responsibility
Theory Y is the view that individual and organizational goals can be integrated.
1. The expenditures of physical and mental effort in work are as natural as play or rest. 2. External control and the threat of punishment are not the only means for bringing out effort toward organizational objectives. 3. Commitment to objectives is a function of the rewards associated with their achievement. 4. The average human being learns, under proper conditions, not only to accept but also to seek responsibility. 5. The capacity to exercise a relatively high degree of imagination, ingenuity, and creativity in the solution of organizational problems in widely, not narrowly, distributed in the population. 6. Under the condition of modern industrial life, the intellectual potentialities of the average human being are only partially utilized.
Theory Y's purpose is to encourage integration, to create a situation in which an employee can achieve his or her own goals best by directing his or her efforts toward the objectives of the organization. It is a deliberate attempt to link improvement in managerial competence with the satisfaction of higher-level ego and self-actualization needs. Theory Y leads to a preoccupation with the nature of relationships, with the creation of an environment which will encourage commitment to organizational objectives and which will provide opportunities for the maximum exercise of initiative, ingenuity, and self-direction in achieving them.
Management/
Leader
Alan Chapmen

47. What are the factors for selecting leadership style?

48. Objectives that need to be achieved

49. Followers

50. Situation

51. Apply the appropriate leadership style and techniques

52. Reflective Questions
1. How would you describe your current leadership style?
2. How would you describe the leadership style of the person you report to?
3. Is there a consistent leadership style within the culture of your organization?
4. Does the leadership style fit the context you find yourself in?

53. Scenario 1: Crisis
You have been asked by the Ministry of education to take over a school in crisis, as principal. Its last principal and three of its senior teachers have just been fired over a fraud scandal. It is suspected that others in the organization were involved in the fraud. The school is in the midst of a financial crisis with a deficit equal to 5% of its budget this year.

54. Scenario 1: What Leadership Style Would You Choose?
Democratic
Laissez-Faire
Authoritative
Transactional
Transformational

55. Scenario 2: Personality Difference
You are the principal of a popular High school in your country. It is your annual Graduation exercise. You have assigned a specific senior teacher incharge of the committee along with five other teachers. As you jump into logistics, one of your teacher has issues with the senior teacher in charge and her inability to plan the graduation..

56. Scenario 2 Cont’d
The treasurer does not agree with the plan of action of sponsorship and fund raising for trophies and other graduation necessities.
Lastly your other teachers in your school are reluctant to assist in the planning and preparation exercise because they specifically told the senior teacher their volunteer needs.

57. Question What leadership style would you use?
Describe how you would work with each of these teachers and how you can assist them to ensure that the graduation exercise be successful.

58. Conclusion
It can be concluded that effective leadership has a lot to do with good leadership trait and styles. Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes. Every administrator needs to possess the right leadership trait to obtain the greatest results in any organisation.

59. Reference
G. Yukl,( 2006). Leadership In Organizations, New Jersey: Pearson Prentice Hall, p
Free Management Library
Alan Murray,(2010). Wall Street Journal Essential Guide to Management. Harper & Collins.

60. Thank You