THEORIES OF LEADERSHIP Leadership is ACTION not position

THEORIES OF LEADERSHIP “Leadership is ACTION, not position. ” Donald H. Mc. Gannon

Trait Theory of Leadership l This theory states that great leaders are born, not made. It assumes that people have personality traits that make them perfect candidates for leadership. l A summary of the personality traits of leaders vs. non-leaders: l l l l Drive and ambition The desire to lead and influence Honesty and integrity Self-confidence Intelligence In-depth technical knowledge Possessing certain personality traits only makes it more likely that an individual can become an effective leader

Personality Theory of Leadership l l l This theory states that people have certain strengths and prefered behaviours that will help them excel as a leader. A personality typing test was developed from this theory called “True Colors”. According to “True Colors, ” there are four distinct personality types.

Personality Theory of Leadership l Four Personality Types: yellow (gold), green, orange, blue Organized Like structure & rules Very dependable. Active Fun loving Adventuresome Curious Innovative Problem solvers Warm & empathetic Strong communication Strive for harmony

Personality Theory of Leadership l We usually have a preferred way of functioning (i. e. Displaying traits from a specific color) l However, we are all a blend of all four types and thus, we can function from each perspective when necessary l It is important to understand all the types to capitalize on your strengths and build on your weak areas.

Behaviour Theory of Leadership l Behaviour theories of leadership stem from the belief that leaders are born, not made.

Behaviour Theory of Leadership Two distinct leadership dimensions l l Task orientation leadership– Emphasis on achieving performance goals High Relationship orientation leadership – Emphasis on interpersonal relationships High relationship and high task Low task and low relationship High task and low relationship Relationship Behaviour Low l High relationship and low task Low High Task Behaviour

Comprehensive Theory of Leadership l l l The comprehensive theory of leadership stipulates that leadership success is a function of the leader’s behaviour, the group members’ characteristics and situational factors A change in any element affects the outcome or effectiveness of leadership A leader needs to be sensitive to the characteristics of each group member Partying Selling (Members are able and unwilling/apprehen sive) (Members are unable and unwilling) Delegating Telling (Members are able and willing) (Members are unable and willing) High Low Relationshi p Behaviour Low High Task Behaviour

Group Member Characteristics A task-oriented leader will bring out the best in group members who: l Have low affiliation needs l Have a high need to achieve goals l Accept authority l Like careful, detailed planning l Prefer material rewards A relationship-oriented leader will bring out the best with members who: l Seek opportunities to socialize l Have low achievement needs l Are independent thinkers l Tolerate ambiguity l Prefer intrinsic rewards

Situational Factors: A task-oriented leader will excel when: The task is structured The degree of stress is high Roles are clearly defined The group is large Deadlines must be met. A relationship-oriented leader will excel when: The task is unstructured The degree of stress is low Roles are unclear or flexible The group is small Time constraints are loose

Situational Theory of Leadership l This theory was developed by Paul Hersey who states that there is no single “best” style of leadership l The most successful leaders are those who can adapt their leadership style to each individual or group they are working with. l Effective leadership will vary with the person or group that is being influenced, but it will also depend on the task or job that needs to be accomplished.

Situational Theory of Leadership l l Leadership styles range from highly autocratic (directive) to highly laissez-faire The most effective leadership behaviour depends on the followers’ ability and motivation Leader-Centred Follower-Centred AUTOCRATIC………………. . DEMOCRATIC………………………. . LAISSEZ-FAIRE Leader makes decision and announces it. Leader makes decision and “sells” it. Leader presents decision and invites feedback. Leader makes tentative decision subject to input from group Leader presents problem, welcomes suggestions, makes decision. Leader defines limits and asks group to make decision. Leader permits group to function independently within set limits.

Autocratic (Directive) Leadership Style l Task-oriented leader who makes all decisions l Directs the group by command or request l Effective when: • the group needs complete direction, (members are novices and respect the leader’s superiority) • the group is unable to work through a group decision-making process • there is a crisis (well-suited to medical or military situations)

Democratic (Participative) Leadership Style l l Group members contribute to the overall organizational goals Key attributes: Group goal setting = team management l Open negotiation l Delegation of control over own performance l Sharing of the team’s successes and failures Value placed on achieving consensus Leader retains right to make final decision if disagreement persists l l l

Laissez-Faire Leadership Style l Leader is informed but steps back from decision making and acts as a resource l Effective when the group has become competent and is functioning well l Leader does not abandon the group but instead retains responsibility for seeing that it continues to function

Benevolent Dictator l Asks group members for advice, puts on a show of considering their feelings and opinions, but then makes own administrative decisions l Initially viewed quite favourably l Eventually resentment sets in l Leaders with this style do not normally last long

Can Leadership Be Learned?

Can Leadership Be Learned? l Leadership can be learned through experience l It is a lifelong day-by-day learning process built on continued self-examination, introspection and selfsearching honesty l People need to refine their strengths and improve their weaknesses l Although many leadership skills can be learned in the classroom, practical experience is necessary