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1、Leadership Development Master Class,Module 3 The Development of Leadership Theories,So what we have is a lot of focus on task and some. not much on people,The Focus of The Scientific Management Approach,But how did the theories about leadership develop over time,Sir Francis GaltonOne of the earliest
2、 leadership theoristsWrote “Hereditary Genius” pub. 1869Believed leadership qualities were geneticThis theory assumes physical and psychological characteristics account for effective leadershipBasic intelligenceClear and strong valuesHigh personal energy,Leadership Trait Theory,Edwin Gheselli identi
3、fied six traits for effective leadership:Need for achievementIntelligenceDecisivenessSelf-confidenceInitiativeSupervisory ability,Leadership Trait Theory,Examples of application of Trait Theory,Paul Von HindenburgFirst Chancellor of Germany, post WWIUsed the trait theory for selecting and developing
4、 military leadersPrimary qualities for leadership abilityIntelligence (bright vs. dull)Vitality (energetic vs. lazy),Leadership Trait Theory,Leadership Trait Theory,Bright, lazystaff officer Energetic, dullfrontline soldier Bright, energeticfield commander Lazy, dullleft to find their own level of e
5、ffectiveness,In the 1930s, emphasis on behaviorism moved researchers in the direction of leadership behaviorKurt Lewin trained assistants in behaviors indicative of three leadership styles: Autocratic: tight control of group activities, decisions made by the leaderDemocratic: group participation, ma
6、jority ruleLaissez-faire: little activity of any type by the leader,Leadership Behavior Theory,In the 1940s, research focused on leader behaviorsAssumed that leaders take distinct actionsRalph Stogdill at Ohio State UniversityHelped develop the Leader Behavior Description Questionnaire (LBDQ)Respond
7、ents described leaders behavior in two dimensions:Initiating structureShowing consideration,Leadership Behavior Theory,Initiating structure:Behavior aimed at ensuring a structured approach to goal achievement.Meeting deadlinesMeeting at scheduled timesMaking sure everyone works to capacityRole clari
8、ty etc,Leadership Behavior Theory,Showing consideration:Taking action to develop trust, respect, support, and friendship with subordinates.Being helpfulTreating all people as equalsWilling to make changesStanding behind subordinatesDoing things to make group membership pleasant,Leadership Behavior T
9、heory,Findings of a Leader Behavior Description Questionnaire (LBDQ) study:The democratic style was more beneficial for group performanceThe leaders behavior impacted the performance of followers,Leadership Behavior Theory,Leadership Behavior Theory,Rensis Likert at the University of Michigan conduc
10、ted leadership studiesStudied leaders behaviors related to worker motivation and group performanceIdentified two dimensions of behavior:Job centered (initiating structure)Employee centered (showing consideration),Leadership Behavior Theory,Robert Blake and Jane MoutonDeveloped a managerial grid The
11、ideal leader has high concern for both production and people,Leadership Behavior Theory,Application of behaviour and trait theory is wide spread,Both trait and behavioral theories tried to identify the one best leader or style for all situationsBy the late 1960s, it became apparent that there is no
12、such universal answer,Both Trait and Behaviour Theory,Leadership effectiveness depends on a combination of the:Leader Followers Situational factors,Emerging realization,Enter Contingency Theory,The first of these is the focus of Hersey and BlanchardLeader Followers Situational factors,Enter Continge
13、ncy Theory,NB! Developmental Level and Professional Maturity,Situational Leadership Theory,With the development of Situational Leadership came the realization that it does not account fully for the complexities of the context. Further that it views leadership as an “exchange” a transaction,Transacti
14、onal view of leadership,Therefore the application of Situational Leadership is more appropriate for predictable supervisory and middle management levels and that there is also a need to look at leadership from a transformative perspective,Transactional view of leadership,Focus on the potential relat
15、ionship between the leader and the followersEngage the full person of the followerTap the motives of the followers,Transformational view of leadership,We need to ask three questions when we look at the transformational leadership perspective,Transformational leadership,Lets do some case examples as
16、review,Karen is new in her job. Although fresh from university as a qualified speech therapist she feels unsure and exited at the same time about her new job.,Case Example,For the Previous Case Provide the Appropriate Leadership Style,S1- Give specific instructions and closely supervise S2- Explain
17、decisions and provide opportunity to clarify S3- Share ideas and facilitate decision making S4- Turn over responsibility for decisions and implementation,Thabo has gone through his basic safety training and also induction. After a role clarification session he has been supervised closely for 3 month
18、s as junior accountant.,Case Example,For the Previous Case Provide the Appropriate Leadership Style,S1- Give specific instructions and closely supervise S2- Explain decisions and provide opportunity to clarify S3- Share ideas and facilitate decision making S4- Turn over responsibility for decisions
19、and implementation,After several successful review meetings, Dikeledi a young engineer is showing real leadership as shift supervisor. She is increasingly showing she has mastered all aspects of the job.,Case Example,For the Previous Case Provide the Appropriate Leadership Style,S1- Give specific in
20、structions and closely supervise S2- Explain decisions and provide opportunity to clarify S3- Share ideas and facilitate decision making S4- Turn over responsibility for decisions and implementation,Franois is now six months in his new job as training officer. His needs analysis, presentation and fa
21、cilitation skills show he has real potential. Although he had problems dealing with a difficult delegate recently you are sure he will master most situations soon.,Case Example,For the Previous Case Provide the Appropriate Leadership Style,S1- Give specific instructions and closely supervise S2- Explain decisions and provide opportunity to clarify S3- Share ideas and facilitate decision making S4- Turn over responsibility for decisions and implementation,End of Session,