Leadership Perspectives/ Theories & Models

Transcription

1 Leadership Theory Key Contributors ( year) Brief Description Limitations Pictures During the 18 th & 19th century, the Great Man Theory of Leadership became very popular. The theory was formulated mainly by analyzing the behaviours of powerful figures of the time. Great Man Theory- Hereditary Genius - Carlyle, 1841 Galton, 1869 Belief that leaders possessed certain capacities, talents, traits that made them leaders. The traits of leadership are intrinsic and are passed down from generation to generation. Leaders are born not developed. Lack of scientific basis Does not consider behaviour, situation, values and relationship with others. Trait Theory Bingham 1927 Stogdill Mann 1959 Trait-based leadership theories comprise two major schools the great man theories of leadership, that great leaders are neither born nor made, but have certain trait (whether inherited or developed) that preconditions them to be effective leadership It is controversial whether or not these traits are innate. The effectiveness of certain leadership traits in different situations. Lack of measurement of traits. Stogdill (1974) tml

2 The second part of the trait theory of leadership focused on analyzing mental, physical and social characteristic to gain more understanding of what is the characteristic or the combination of characteristics that effect leaders have. During the mid 19 th century the shift from leaders having innate traits to anyone can be a leader by teaching them the most appropriate behavioural response for any given situation. Behaviour Theory Ohio State University 1940s Arguris 1957, Barnard 1938, Follett 1926, 1998, Gouldner 1954, Ohio State University developed a list of 150 statements. The list measure nine different behavioural leadership dimensions. LBDQ or the Leaders Behavior Description Questionnaire. Looks at human behaviour, Focus on typical behavioural patterns by Leaders can cause their followers to behave in a certain way weather effective or noneffective Lack of consistent behaviour in certain situation Ratzburg (2005)

3

4

5 Transactional Theory Max Weber, (1947 ) and Bernard Bass, (1981) Leadership is responsive Works within the organizational culture Followers achieve objectives through rewards and punishments set by leader Motivates followers by appealing to their own self-interest. Leadership-byexception: maintain the status quo; stress correct actions to improve performance. A well-defined hierarchy, where everyone knows who the leader is and who are the followers (Maslow's Hierarchies of Needs, 1943) Followers are motivated by reward and punishment in order to archive the goal Followers have to obey the orders of the superior (leader). -Followers are not selfmotivated. They have to be closely monitored and controlled to get the work done from them. Charismatic Theory Weber (1947) House (1977) A leader's exceptional personal qualities or the demonstration of extraordinary insight Charm and grace are all that is needed to create followers.

6

7 Authentic Leadership Emotional Intelligence organization, and society as opposed to their own self-interests. Burns (1978) George ( 2003) Finding one's true north lead from the heart and head leadership style comes from their fundamental character and values. Two style: takers and givers Takers have charismatic personalities and making decisions to benefit themselves. Givers, create value and empower others to become leaders. Leadership can be taught through selfawareness programs Goleman (2000) The ability to understand and manage your own emotions and others Five main elements of emotional intelligence: 1.Self-awareness. New theory Limited studies conducted on this theory Can make impulsive decisions unethical decisions for the it feels right and the right thing for others Unbalance emotions Too sympathetic Image retrieved from: oduct/ item.html? s_campaign=goo- PLATest&gclid=CJjnxOuOocICFaI7Mg odpmaalw

8 2. Self-regulation. 3.Motivation. 4.Empathy. 4.Social skills. On going Can improve EI Image retrieved from: adership/ Reference Aisner, J. (2007, May. 02). The Authentic Leader. Harvard Business School. Retrieved from Avolio, B.J., & Gardner, W. L. (2005).Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly 16, House, J. R., & Aditya, N. R. (1997). The Social Scientific Study of Leadership: Quo Vadis? Journal of Management 23: 409, DOI: / Retrieved from Johns H. E., & Moser, H. R. (2001).From trait to to transformation: The evolution of leadership theories. Education, 110 (1), Gosling, R. B., Marturano, J., & Dennison, P. (2003). A Review of Leadership Theory and Competency Frameworks. Centre for Leadership Studies. Retrieved from Van Seters, D. A., & Field, R. H.G. (1990).The evolution of leadership theory. Journal of Organizational Change Management,3(3),