Various Leadership Perspectives

Transcription

1 Leadership Definitions: Tannenbaum, Wechsler & Massarik (1961) an interpersonal influence, exercised in situations and directed through communication process, toward the attainment of a specified goal or goals. Katz & Kahn (1966) any act of influence on a matter of organizational relevance Hesburgh (1971) the mystique of leadership, be it educational, political, religious, commercial, or whatever, is next to impossible to describe, but wherever it exists, morale flourishes, people pull together toward common goals, spirits soar, order is maintained, not as an in itself, but as a means to move forward to together. Burns (1979) leaders inducing followers to act for certain goals that represent the values and the motivations, the wants and the needs, the aspirations and expectations, or both leaders and followers. Leadership theory/position Great Man Theory (1850 s) Trait Theory (1930 s) Key contributors (+ year) Carlyle (1849) Gaulton(1870) James (1880) Stogdill (1948) Mann (1959) Gaulton Brief Description Limitations Empirical research to support theory/position Carlyle stated that "The history of the world is but the biography of great men" The Great Man Theory is a 19th- century idea according to which history can be largely explained by the impact of "great men", or heroes: highly influential individuals who, due to their personal charisma, intelligence, wisdom, or political skill utilized their power in a way that had a decisive historical impact. Trait leadership is defined as integrated patterns of personal characteristics that reflect a range of individual differences and foster consistent leader effectiveness across a variety of group and organizational situations (Zaccaro, Kemp, & Bader, 2004). Very narrow viewpoint of what it means to be great. If you don t come from a linage of greatness you will never be a leader. One specific set of traits in an individual do not necessarily mean they are going to be a great leader. This is where we start to see some crossover to other theories like Stogdill (1948) Mann (1959) concluded in a review that traits such as intelligence an dominance were identified as being

2 (1969) The theory of trait leadership developed from early leadership research which focused primarily on finding a group of heritable attributes that differentiated leaders from nonleaders. Leader effectiveness refers to the amount of influence a leader has on individual or group performance, followers satisfaction, and overall effectiveness (Derue, Nahrgang, Wellman, & Humphrey, 2011). situational. A leader in one situation may not be able to lead in another due to the trait allocation. associated with leadership. Kenny (1983) Zaccaro (1983) Measured leadership effectiveness with intellegince. McCllelland (1995) Created a study that linked leader implicit motives (subconscious drives and wishes) to leader effectiveness Behavioural (1950 s) Stogdill (1957) Coons (1957) As the questions about how to measure traits continued to challenge trait theory, researchers began thinking about measuring behavior. While you can t easily measure confidence or loyalty in a person, they noted, you can define a behavior or a set of behaviors that seem to embody the trait. Researchers define behaviors as observable actions, which makes measuring them more scientifically valid than trying to measure a human personality trait. Behavioral theory contains some very different assumptions from trait theory. Behavioural theory, on the other hand, assumes that you can learn to become a good leader because you are not drawing on personality traits. Your actions what you do define your leadership ability. Success in an area does not mean the individual was a successful leader. What other factors were at play? Contingency (1960 s) Fielder (1967) Leader member relations, task structure, and the position power of the leader determine the effectiveness of the type of leadership exercised. Leaders role in clarifying paths to follower goals. This is dependant on the leader being able to identify the best strategy in a given situation and resources available. If they misread the situation the outcome will suffer.

3 Course of action is contingent (dependent) upon the internal and external situation. Relational (1975) Dansereau, Graen, Haga (1975) Analyzes the relationship between leaders and followers. High quality relationships are based on trust and mutual respect. Low quality is out of fulfillment and obligation. High quality relationships generate more positive leader outcomes. What if the constituent is shy or unable to forge a meaningful relationship with the leader? Gerstner & Day (1997) Ilies, Nahrgang & Morgeson (2007) How does the leader nurture all of these relationships? Skeptics (1970 s) Suggests that leaders may think that they are leading but in fact are attributing the positive outcomes to the theories when really they are a result or other factors such as clear goals. Vary narrow viewpoint of looking at a leader and measuring it against performance. Great leaders may not have great achievements all of the time. Calder (1977) suggested that what leaders to might be largely irrelevant and those leader outcomes affect how leaders are rated. Information- Processing (1980 s) Lord (1984) The focus of the work has mostly been on understanding how and why a leader is legitimized (i.e., accorded influence) through the process of matching his or her personal characteristics (i.e., personality traits) with the prototypical expectations that followers have of a leader. A leader in one situation may not be able to lead in another due to the trait allocation. Assumes a traditional hierarchy of leadership between the constituent and the leader. Transformational Bass (1985) According to Burns, transformational leadership Relies on the leader to be able to foster Meindl & Ehrlich (1987) questioned whether leadership existed or was even needed, thus questioning whether it made any difference to the organizational performance.

4 (1990 s) Various Leadership Perspectives can be seen when "leaders and followers make each other to advance to a higher level of moral and motivation." Through vision and personality, transformational leaders are able to inspire followers to change expectations, perceptions and motivations to work towards common goals. this kind of environment. Some individuals may not be motivated in the same manner as others. Personality Era Influence Era Great Man Period Great Man Theory Bowden (927) Carlyle (1841), Galton (1869) Trait Period Trait Theory Bingham, (1927) Power Relations Period Five bases of power approach French (1956), Raven (1959) Persuasion Period Leader Dominance Approach Schenk (1928) Behavioural Era Early Behaviour Period Reinforced Change Theory Bass (1960) Ohio State Studies Fleishman, Harris & Buett (1955) Michigan State Studies Likert (1961) Late Behaviour Period Managerial grid model Blake & Mouton (1964) Four- Factor Theory Bowers & Seashore (1966) Action Theory of Leadership McGregor (1960) Theory X and Y McGregor (1966) Operant Period Sims (1977), Ashour & Johns (1983) Situational Era Environmental Period Environmental Approach Hook (1943) Open Systems Model Katz & Kahn (1978) Social Status Period Role Attainment Theory Stogdill (1959) Leader Role Theory Homans (1959) Socio- technical systems Trist & Bemforth (1951)

5 Contingency Era Contingency Theory Fiedler (1964) Path- Goal Theory Evans (1970), House (1971) Situational Theory Hersey & Blanchard (1969) Multiple Linkage Model Yuki (1971) Normative Theory Vroom & Yetton (1973) Transactional Era Leader Member Exchange Theory Dansereau, Graen and Haga (1975) Reciprocal Influence Approach (Greene, 1975) Emergent Leadership (Hollander, 1956) Social Exchange Theory (Hollander, 1979, Jacobs, 1970) Role- Making Model (Graen and Cashman, 1975) Transformational Era Charismatic Theory (House, 1977) Transforming Leadership Theory (Burns, 1978) Self Fulfilling Prophecy Leader Theory (Field, 1989, Eden, 1984) Performance beyond Expectations Approach, (Bass, 1985)