领导力提升3The Development of Leadership Theories (NXPowerLite).ppt

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1、Leadership Development Master Class,Module 3 The Development of Leadership Theories,So what we have is alot of focus on taskand some.not much on people,The Focus of The Scientific Management Approach,But how did the theoriesabout leadership develop over time,Sir Francis GaltonOne of the earliest lea

2、dership 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 identified si

3、x traits for effective leadership:Need for achievementIntelligenceDecisivenessSelf-confidenceInitiativeSupervisory ability,Leadership Trait Theory,Examples of applicationof Trait Theory,Paul Von HindenburgFirst Chancellor of Germany,post WWIUsed the trait theory for selecting and developing military

4、 leadersPrimary qualities for leadership abilityIntelligence(bright vs.dull)Vitality(energetic vs.lazy),Leadership Trait Theory,Leadership Trait Theory,Bright,lazystaff officerEnergetic,dullfrontline soldierBright,energeticfield commanderLazy,dullleft to find their own level of effectiveness,In the

5、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,majority ruleLaissez-faire:l

6、ittle 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)Respondents described leaders behavi

7、or 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 clarity etc,Leadership Behavior Th

8、eory,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 Theory,Findings of a Leader Behav

9、ior 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 conducted leadership studiesStudied lead

10、ers 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 ideal leader has high concern for bo

11、th production and people,Leadership Behavior Theory,Application of behaviourand 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 such universal answer,Both Trait and B

12、ehaviour 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 Contingency Theory,NB!Developmental Level and

13、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,Transactional view of leadership,Therefore the appl

14、ication 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 relationship between the leader and the followe

15、rsEngage the full person of the followerTap the motives of the followers,Transformational view of leadership,We need to ask three questionswhen we look at the transformationalleadership perspective,Transformational leadership,Lets do somecase examples as review,Karen is new in her job.Although fresh

16、 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 superviseS2-Explain decisions and provide opportunity to clarifyS3-Sh

17、are ideas and facilitate decision makingS4-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 months as junior accountant.,Case Example,For the Previous

18、Case Provide the Appropriate Leadership Style,S1-Give specific instructions and closely superviseS2-Explain decisions and provide opportunity to clarifyS3-Share ideas and facilitate decision makingS4-Turn over responsibility for decisions and implementation,After several successful review meetings,D

19、ikeledi 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 instructions and closely superviseS2-Explain decisions and provide

20、 opportunity to clarifyS3-Share ideas and facilitate decision makingS4-Turn over responsibility for decisions and implementation,Franois is now six months in his new job as training officer.His needs analysis,presentation and facilitation skills show he has real potential.Although he had problems de

21、aling 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 superviseS2-Explain decisions and provide opportunity to clarifyS3-Share ideas and facilitate decision makingS4-Turn over responsibility for decisions and implementation,End of Session,