1. Leadership Theories

3. What does Leadership mean to you?
Who do you consider to be effective leaders and why?
What is the role of leaders in organizations?
Can you think of examples of effective leadership in your organization?
What do you think effective leader do?

4. Leadership
Leadership is influencing people -- by providing purpose, direction, and motivation -- while operating to accomplish the mission and improving the organization."

5. Leadership Theories:
1900’s: the “great man” theories – it’s an innate ability; who is born to lead?
A 20th Century History
1940’s-50’s: trait theory – what universal traits are common to all leaders.
1950’s-60’s: behavior theory – what key behavioral patterns result in leadership

6. Leadership Theories
1960’s-70’s: Contingency/situational theory – establish which leadership behaviors succeeded in specific situations.
1980’s: Excellence – what interaction of traits, behaviors, key situations, and group facilitation allows people to lead organizations to excellence?

7. Great Man Theories Assumption
Based on the belief that leaders are exceptional people, born Leaders and not made with innate qualities, destined to lead.
Great leaders will arise when there is a great need.
The term “Great Man” was used because, at the time, leadership was thought of primarily as a male quality, especially in terms of military leadership

8. Charismatic Leadership
Assumptions
Charm and grace are all that is needed to create followers.
Self-belief is a fundamental need of leaders.
People follow others that they personally admire.
Style
The Charismatic Leader gathers followers through dint of personality and charm, rather than any form of external power or authority.

9. Trait Theories
People are born with certain characteristics which make them leaders.
– Intelligence
– Level of energy and activity
– Task relevant knowledge
Leaders are born…?

10. Trait Theories
The lists of traits or qualities associated with leadership exist in abundance and continue to be produced.
They draw on virtually all the adjectives in the dictionary which describe some positive or virtuous human attribute, from ambition to zest for life

11. Traits - Adaptable to situations - Alert to social environment
- Ambitious and achievement-orientated
- Assertive
- Cooperative
- Decisive and Tolerant of stress
- Dependable
Willing to assume responsibility
- Dominant (desire to influence others)
- Energetic (high activity level)
- Self-confident

12. Situational leadership theories
A good situational leader is one who can quickly change leadership styles as the situation changes
The best action of the leader depends on a range of situational factors.

13. Using the Right Style – Situational Leadership
The skill levels and experience of team
The work involved (routine or new and creative)
The organizational environment (stable or radically changing, conservative or adventurous)
Preferred or natural style.

14. Situational Leadership

15. Situational Leadership
S1: Directing/Telling Leaders define the roles and tasks of the 'follower', and supervise them closely. Decisions are made by the leader and announced, so communication is largely one-way.

16. Situational Leadership
S2: Coaching/Selling Leaders still define roles and tasks, but seek ideas and suggestions from the follower. Decisions remain the leader's prerogative, but communication is much more two-way.

17. Situational Leadership
S3: Supporting/Participating Leaders pass day-to-day decisions, such as task allocation and processes, to the follower. The leader facilitates and takes part in decisions, but control is with the follower.

18. Situational Leadership
S4: Delegating Leaders are still involved in decisions and problem-solving, but control is with the follower. The follower decides when and how the leader will be involved.

19. Development levels Competence and Commitment of the Followers
D1: Low Competence, High Commitment - They generally lack the specific skills required for the job in hand. However, they are eager to learn and willing to take direction.
D2: Some Competence, Low Commitment - They may have some relevant skills, but won't be able to do the job without help. The task or the situation may be new to them.

20. D3: High Competence, Variable Commitment - They are experienced and capable, but may lack the confidence to go it alone, or the motivation to do it well or quickly.
D4: High Competence, High Commitment - They are experienced at the job, and comfortable with their own ability to do it well. They may even be more skilled than the leader.

21. The leadership styles Autocratic leadership Bureaucratic leadership
Charismatic leadership
Democratic leadership.
Laissez-faire leadership
Servant leadership
Task-oriented leadership
Transactional leadership
Transformational leadership.

22. Democratic Management Style
Autocratic Management Style
Consultative Management style
Laissez Faire Management style

23. Democratic or participative style
A democratic manager delegates authority to the staff, giving them responsibility to complete the task.
Staff will complete the tasks using their own work methods on time.
Employees are involved in decision making giving them a sense motivating individuals.
increases job satisfaction by involving employees or team members .
Slow decision making process.

24. Autocratic Management Style
an autocratic manager dictates orders to their staff and makes decisions without any consultation.
The leader likes to control the situation they are in.
Decision are quick .
This type of management style can decrease motivation and increase staff turnover

25. Consultative Management style
A consultative management style can be viewed as a combination.
The manager will ask views and opinions from their staff, allowing them to feel involved but will ultimately make the final decision.

26. Laissez Faire Management style
A laissez faire manager sets the tasks and gives staff complete freedom to complete the task as they see fit. “leave it be”.
It works for teams in which the individuals are very experienced and skilled self-starters.
There is minimal involvement from the manager.
The manager coaches or supply information if required.
Benefits, staff again are developed to take responsibility .
Staff feel lost and not reach the goals set within the time frame

27. Decision-making Styles
Style
Name
Description A
Autocratic
You should make the decision yourself, based on the information available to you. B
Less Autocratic
Obtain the necessary information from your team and then make the decision yourself. C
Consultative
Speak to the individual members of your team and get their input, ideas and suggestions before making the decision yourself. Do not meet as a group. D
More Consultative
Share the problem with your team members and get their input, ideas and suggestions; then make the decision alone. E
Group
Share the problem with your team and allow them to agree on a decision. Your role is to act as an impartial chairman, and you must be willing to implement the agreed solution.

29. Forces that influence the style to be used included:
Time available.
Are relationships .
Who has the information - you, your employees, or both?
How well your employees are trained and.
Internal conflicts.
Stress levels.
Type of task, complicated, or simple?
Laws or established procedures .

30. Transactional leadership
It emphasizes the importance of the relationship between leader and followers, focusing on the mutual benefits derived from a form of 'contract‘ through which the leader delivers such things as rewards or recognition in return for the commitment or loyalty of the followers .
Occurs when one person takes the initiative in making contact with others for the purpose of an exchange of valued things.

31. Behavioral theories
These concentrate on what leaders actually do rather than on their qualities.
Different patterns of behavior are observed and categorized as 'styles of leadership'.

32. Behavioral theories There are behavioral determinants of
leadership which can be learned.
People can be trained to be effective leaders.
Knowledge and Experience.
Leaders are made…?

33. contingency-situational theories
contingency-situational theories were developed to indicate that the style to be used is contingent upon such factors as the situation, the people, the task, the organization, and other environmental variables.

34. Transactional Leadership
Assumptions
People are motivated by reward and punishment.
Social systems work best with a clear chain of command.
When people have agreed to do a job, a part of the deal is that they cede all authority to their manager.
The prime purpose of a subordinate is to do what their manager tells them to do.

35. Transformational Leadership
The central concept here is change and the role of leadership in envisioning and implementing the transformation of organizational performance
Leadership is about coping with change
Major changes are more and more necessary to survive and complete effectively in this new environment

36. Transformational Leadership
Assumptions
People will follow a person who inspires them.
A person with vision and passion can achieve great things.
The way to get things done is by injecting enthusiasm and energy.
Style Working for a Transformational Leader can be a wonderful and uplifting experience. They put passion and energy into everything. They care about you and want you to succeed.

37. Transformational Leadership
Occurs when one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality.
More changes always demands more leadership

38. Transformational Style
Idealized Behaviors: living one's ideals
Inspirational Motivation:inspiring others
Intellectual Stimulation: stimulating others
Individualized Consideration:coaching and development
Idealized Attributes: Respect, trust, and faith

39. Some Current Leadership Theories
Emotional Intelligence
Primal Leadership

40. Leadership The Definition of Leadership: INFLUENCE
The Key to Leadership:
PRIORITIES
The Most Important Ingredient to Leadership:
INTEGRITY
The Ultimate Test of Leadership:
Creating positive change

41. The Quickest Way to Gain Leadership:
Proble msolving
Developing Your Most Appreciable Asset:
People
The Indispensable Quality of Leadership
Vision
The Most Important Lesson of Leadership:
Staff development

42. Followers and
Followership

43. Followers
How and why are ‘followers’ important?
What do I want to know about ‘followers’?
What do I need to be able to do in different situations with different people?

44. Effective Followers Manage themselves well
Committed to the organization and to a purpose, principle, or person outside themselves
Build their competence
Focus their efforts
courageous, honest, & credible

45. Leading versus Managing
LEADERS
Innovate
Develop
Inspire
Long-term view
Ask what & why
Originate
Challenge status quo
Do the right things
MANAGERS
• Administer
• Maintain
• Control
• Short-term view
• Ask how & when
• Initiate
• Accept status quo
• Do things right