Leadership Theories NUR 902 Leadership Theories Trait Early

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Leadership Theories NUR 902

Leadership Theories NUR 902

Leadership Theories Trait: Early 1900 s “Great Man Theory” People are born with leader

Leadership Theories Trait: Early 1900 s “Great Man Theory” People are born with leader abilities Successful leaders characteristics Striking physical appearance Good speaking ability Insight and intelligence Pleasant Honest Highly energetic Sense of purpose

 Action oriented Eager to accept responsibility Capacity to motivate people Assertive Adaptive and

Action oriented Eager to accept responsibility Capacity to motivate people Assertive Adaptive and flexible Courage and resolute Need to achievement Understand followers and their needs Self-confidence

Leadership Behavioral: 1930 s Shift from inherent traits to personal qualities and how leaders

Leadership Behavioral: 1930 s Shift from inherent traits to personal qualities and how leaders behave Can be developed Can be trained Emerge from life experiences Styles Degrees of Freedom Lewin 1951 Autocratic-----------Leader centered Democratic----------Leader-mentor centered Laissez-faire---------Member controlled Bureaucratic----------Member controlled

 Ohio State 1940 s Leader Behavior Description Questionnaire How leaders carry out activities

Ohio State 1940 s Leader Behavior Description Questionnaire How leaders carry out activities Matrix created---4 quadrants High consideration & low structure High structure & high consideration Low structure and low consideration High structure and low consideration University of Michigan to determine most effective style Employee centered focus Production centered focus

Leadership Blake and Mouton 1985 Style Focus people Impoverished minimal Country Club maximal Task

Leadership Blake and Mouton 1985 Style Focus people Impoverished minimal Country Club maximal Task minimal Middle of the Road Team Leader (Ideal) moderate high task/production minimal maximal moderate high

 Contingency: 1960 Situational Fiedler---Leader-Member relationships Leadership style grounded and somewhat inflexible Therefore need

Contingency: 1960 Situational Fiedler---Leader-Member relationships Leadership style grounded and somewhat inflexible Therefore need to be in situations that fit that style Based on research using a LPC (Least preferred coworker scale) Assesses leaders based on three situational dimensions Leader member relations Task structure Position power First theory to account for situational changes, leader’s dominant orientation that is unlikely to change when situation changes

 House’s Path Goal Leadership Theory Effective leaders provide path, support, and resources to

House’s Path Goal Leadership Theory Effective leaders provide path, support, and resources to assist Leadership styles are flexible Directive leader---gives detailed plan of expectations and resources available Supportive leader---shows concern for people and the environment Participative leader---seeks input Achievement leader---established stimulating goals and creates an environment of trust

 Hersey & Blanchard---Situational Leadership Task behavior---leaders clearly defines work roles and responsibilities Relationship

Hersey & Blanchard---Situational Leadership Task behavior---leaders clearly defines work roles and responsibilities Relationship behavior---Development of personal relationships Maturity level of followers---level of motivation, willingness, ability Participating Delegating Telling Selling

Contemporary Leadership Theories Transactional---focus is on task Performance and reward Exchange of promises for

Contemporary Leadership Theories Transactional---focus is on task Performance and reward Exchange of promises for job well done Maintain status quo Contingent Reward—promises reward for accomplishment Management by Exception---Actively watches and looks for deviation from rules Management by Exception---Passive and intervenes only if expectations not met Laissez-Faire---Abdicates responsibility; avoids making decisions

 Transformational Goes beyond transactional Incorporates values, vision, emotion to motivate and change the

Transformational Goes beyond transactional Incorporates values, vision, emotion to motivate and change the status quo Based on concepts of morality, justice, humanitarianism Value driven Charisma---provides vision, sense of mission, instills pride, gains trust and respect Inspiration---communicates high expectations Intellectual---promotes intelligence and problem solving Individualized consideration---gives personal attention, treats each follower as individuals, advises, coaches

 Servant---Greenleaf 1969 Principles leadership Begins with clear vision that excites passion in leader

Servant---Greenleaf 1969 Principles leadership Begins with clear vision that excites passion in leader and follower Performance coaching Use strengths and talents Invest in lives of followers

 Authentic Leadership Self reflection Self awareness Emotional intelligence Able to consider multiples perspectives

Authentic Leadership Self reflection Self awareness Emotional intelligence Able to consider multiples perspectives True to self and motivated by personal convictions Able to disclose and share information about self appropriately

 Shared Leadership Positive Leadership Collaborative Leadership More to come

Shared Leadership Positive Leadership Collaborative Leadership More to come