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LECTURER : MEJ (B) MUAAZAM BIN MOHAMAD

SGDU 5024 LEADERSHIP IN EDUCATION (GROUP A)

Basic Approaches to Leadership

SGDU5024 LEADERSHIP IN EDUCATIONIntroduction to Theories of Leadership

What Is Leadership?

LeadershipThe ability to influence a group toward the achievement of goalsManagementUse of authority inherent in designated formal rank to obtain compliance from organizational members

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4MANAGEMENT VS. LEADERSHIPPractices/BehaviorsCommitmentDo the right thingChangeLong-termEndsArchitectsInspiring/motivatingPositionComplianceDo things rightStatus quoShort-termMeansBuildersProblem solving

Categories of leadership theories

5Trait approach: Involves discerning how to be a leader by examining the characteristics and methods of recognized leaders.Behavioral approach: Attempts to determine the types of leadership behaviors that lead to successful task performance and employee satisfaction.

Categories of leadership theories

63.Contingency approach: Holds that there is no universal approach to leadership. Rather, effective leadership behavior depends on situational factors (i.e. who is leading, who is led, and what is the situation) that may change over time4.Recent Approaches: to understand leadership put aside all the complex and sophisticated explanations about leadership behavior and attempted to examine leadership from the point of view of ordinary and simple people (Robbins, 1998).

Overview of Theories Great Man Theory Trait TheoryBehavioural Theories -Ohio state Studies and Michigan Studies -Managerial Grid Contingency Theory : - Fiedlers Least Preferred Co-worker (LPC) Theory -Cognitive Resource Theory Situational Theory : -Hersey and Blanchards Situational Theory -Houses Path Goal Theory -Leader Participation Model

8History of Leadership ThoughtTrait Theories ( -1940s)Behavioral Theories (1940s-1960s)Contingency/Situational Approaches (1960s- )Contemporary Transformational Leadership

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TRAITS SKILLS FOLLOWERS CONTEXT ETHICAL

1930s 1940/50s 1960/70s 1980sSTYLES/TYPES OF LEADERSTRANSITION IN LEADERSHIP THEORIES

9TRAIT:evolution of gr8 man theory,these are older theories wer idea was that men were leaders exclusivelyy and that certain men were born leaders and they had characteristics that made them natural born leaders.UNIVERSAL personality traits that leaders possess. 2d approach tried to explain leadership in terms of behaviour that person engaged in. Erroneous and oversimplified conception of ledership,3rd approach explained the inadequates of the previous theoriesLimitations in t b and c introduced some recent advances in leadership theories.

Great Man Theory Leaders are born, not made. This approach emphasized that a person is born with or without the necessary traits of leaderships. Early explanations of leadership studied the traits of great leadersGreat man theories (Gandhi, Lincoln, Napoleon)Belief that people were born with these traits and only the great people possessed them

Great Man TheoryGreat Man approach actually emphasis charismatic leadership. charisma being the Greek word for gift. No matter what group such a natural leader finds himself in, he will always be recognized for what he is. According to the great man theory of leadership, leadership calls for certain qualities like commanding personality, charm, courage , intelligence, persuasiveness and aggressiveness.

Trait TheoriesLeadership TraitsExtraversionConscientiousnessOpenness Emotional Intelligence (Qualified) Traits Theories of LeadershipTheories that consider personality, social, physical, or intellectual traits to differentiate leaders from nonleaders

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Trait TheoriesLimitationsNo universal traits found that predict leadership in all situationsUnclear evidence of the cause and effect of relationship of leadership and traitsBetter predictor of the appearance of leadership than distinguishing effective and ineffective leaders

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Trait ApproachTraits (examples)ExtraversionConscientiousnessOpenness Assumption: Leaders are bornGoal: Select leadersProblemsTraits do not generalize across situationsBetter at predicting leader emergence than leader effectiveness

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Behavioral TheoriesBehavioral TheoryLeadership behaviors can be taught.vs. Trait TheoryLeaders are born, not made.Behavioral Theories of LeadershipTheories proposing that specific behaviors differentiate leaders from nonleaders

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Behavioral ApproachOhio State Studies/University of MichiganInitiating Structure/Production OrientationConsideration/Employee OrientationAssumption: Leaders can be trainedGoal: Develop leadersProblem: Effective behaviors do not generalize across situations.

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Ohio State Studies

Initiating StructureThe extent to which a leader is likely to define and structure his or her role and those of subordinates in the search for goal attainmentConsiderationThe extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates ideas, and regard for his/her feelings

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University of Michigan Studies

Employee-oriented LeaderEmphasizing interpersonal relations; taking a personal interest in the needs of employees and accepting individual differences among membersProduction-oriented LeaderOne who emphasizes technical or task aspects of the job

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The Managerial Grid (Blake and Mouton)

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Contingency Theories

All Consider the SituationFiedler Contingency ModelCognitive Resource Theory Hersey and Blanchards Situational Leadership ModelPath Goal Theory

Assumptions underlying the different models:Fiedler: Leaders style is fixed.Others: Leaders style can and should be changed.

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Fiedler ModelLeader: Style Is Fixed (Task-oriented vs. Relationship- oriented)Considers Situational Favorableness for LeaderLeader-member relationsTask structurePosition powerKey AssumptionLeader must fit situation; options to accomplish this: Select leader to fit situationChange situation to fit leader

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Fiedler Model: The Leader

Least Preferred Co-Worker (LPC) QuestionnaireThe way in which a leader will evaluate a co-worker who is not liked will indicate whether the leader is task- or relationship-oriented.Assumption: Leaders style is fixed and can be measured by the least preferred co-worker (LPC) questionnaire.

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Cognitive Resource TheoryResearch SupportLess intelligent individuals perform better in leadership roles under high stress than do more intelligent individuals.Less experienced people perform better in leadership roles under low stress than do more experienced people.Cognitive Resource TheoryA theory of leadership that states that the level of stress in a situation is what impacts whether a leaders intelligence or experience will be more effective.

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Contingency Approach: Hersey and Blanchard Situational ModelConsiders Leader Behaviors (Task and Relationship) Assumes leaders can change their behaviorsConsiders Followers as the SituationFollower task maturity (ability and experience)Follower psychological maturity (willingness to take responsibility)Assumptions Leaders can and should change their style to fit their followers degree of readiness (willingness and ability) Therefore, it is possible to train leaders to better fit their style to their followers.

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Hersey and Blanchards Situational Leadership TheorySituational Leadership Theory (SLT)A contingency theory that focuses on followers readiness; the more ready the followers (the more willing and able) the less the need for leader support and supervision.

LOW Amount of Follower Readiness HIGHAmount of Leader Support &Supervision Required HIGH LOW

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Leadership Styles and Follower Readiness(Hersey and Blanchard)

WillingUnwillingAbleUnableDirectiveHigh Taskand Relationship OrientationsSupportive Participative MonitoringFollower ReadinessLeadershipStyles

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Leader-Member Exchange TheoryLeader-Member Exchange (LMX) Theory Leaders select certain followers to be in (favorites) based on competence and/or compatibility and similarity to leader Exchanges with these in followers will be higher quality than with those who are out Result: In subordinates will have higher performance ratings, less turnover, and greater job satisfaction.

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Path-Goal Theory

Premise Leader must help followers attain goals and reduce roadblocks to success Leaders must change behaviors to fit the situation (environmental contingencies and subordinate contingencies)

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Leader-Participation ModelPremise Rule-based decision tree to guide leaders about when and when not to include subordinate participation in decision making Considers 12 contingency variables to consider whether or not to include subordinates in decision making

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Contemporary Issues in Leadership

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Framing: Using Words to Shape Meaning and Inspire Others

Leaders use framing (selectively including or excluding facts) to influence how others see and interpret reality.FramingA way to use language to manage meaning

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Inspirational Approaches to LeadershipCharismatic leaders: Have a vision.Are willing to take personal risks to achieve the vision.Are sensitive to follower needs.Exhibit behaviors that are out of the ordinary.Charismatic Leadership TheoryFollowers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors.

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Key Characteristics of Charismatic LeadersVision and articulation. Has a visionexpressed as an idealized goalthat proposes a future better than the status quo; and is able to clarify the importance of the vision in terms that are understandable to othersPersonal risk. Willing to take on high personal risk, incur high costs and engage in self-sacrifice to achieve the visionEnvironmental sensitivity. Able to make realistic assessments of the environmental constraints and resources needed to bring about changeSensitivity to follower needs. Perceptive of others abilities and responsive to their needs and feelingsUnconventional behavior. Engages in behaviors that are perceived as novel and counter to norms

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Beyond Charismatic Leadership Level 5 LeadersPossess a fifth dimensiona paradoxical blend of personal humility and professional willin addition to the four basic leadership qualities of individual capability, team skills, managerial competence, and the ability to stimulate others to high performanceChannel their ego needs away from themselves and into the goal of building a great company

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Transactional and Transformational Leadership

Contingent RewardManagement by Exception (active)Management by Exception (passive)Laissez-FaireIdealized InfluenceInspirational MotivationIntellectual StimulationIndividual ConsiderationTransactional LeadersLeaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirementsTransformational LeadersLeaders who provide the four Is (individualized consideration, inspirational motivation, idealized influence, and intellectual stimulation)

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Characteristics of Transactional LeadersContingent Reward: Contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishmentsManagement by Exception (active): Watches and searches for deviations from rules and standards, takes corrective actionManagement by Exception (passive): Intervenes only if standards are not metLaissez-Faire: Abdicates responsibilities, avoids making decisions

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Full Range of Leadership Model

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Characteristics of Transformational LeadersIdealized Influence: Provides vision and sense of mission, instills pride, gains respect and trustInspiration: Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple waysIntellectual Stimulation: Promotes intelligence, rationality, and careful problem solvingIndividualized Consideration: Gives personal attention, treats each employee individually, coaches, advises

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Authentic Leaders and Ethical BehaviorAuthentic leaders know who they are, what they believe in and value, and act on those values openly and candidly. Followers see them as ethical. Ethical leaders use ethical means to get followers to achieve their goals, and the goals themselves are ethical.

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ActionsWork to positively change the attitudes and behaviors of employeesEngage in socially constructive behaviorsDo not abuse power or use improper means to attain goalsEthical Leadership

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Trust: The Foundation of LeadershipTrustA positive expectation that another will notthrough words, actions, or decisionsact opportunisticallyTrust is a history-dependent process (familiarity) based on relevant but limited samples of experience (risk)

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Dimensions of TrustIntegrityHonesty and truthfulnessCompetenceAn individuals technical and interpersonal knowledge and skillsConsistencyAn individuals reliability, predictability, and good judgment in handling situationsLoyaltyThe willingness to protect and save face for another personOpennessReliance on the person to give you the full truth

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Three Types of Trust

Deterrence-based TrustTrust based on fear of reprisal if the trust is violatedIdentification-based TrustTrust based on a mutual understanding of one anothers intentions and appreciation of the others wants and desiresKnowledge-based TrustTrust based on behavioral predictability that comes from a history of interaction

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Basic Principles of TrustMistrust drives out trust.Trust begets trust.Growth often masks mistrust.Decline or downsizing tests the highest levels of trust.Trust increases cohesion.Mistrusting groups self-destruct.Mistrust generally reduces productivity.

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Contemporary Leadership Roles: Providing Team LeadershipTeam Leadership RolesAct as liaisons with external constituenciesServe as troubleshootersManaging conflictCoaching to improve team member performance

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Contemporary Leadership Roles: MentoringMentoring ActivitiesPresent ideas clearlyListen wellEmpathizeShare experiencesAct as role modelShare contactsProvide political guidanceMentorA senior employee who sponsors and supports a less-experienced employee (a protg)

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Contemporary Leadership Roles: Self-LeadershipCreating Self-LeadersModel self-leadershipEncourage employees to create self-set goalsEncourage the use of self-rewardsCreate positive thought patternsCreate a climate of self-leadershipEncourage self-criticismSelf-LeadershipA set of processes through which individuals control their own behavior.

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Online LeadershipLeadership at a Distance: Building TrustThe lack of face-to-face contact in electronic communications removes the nonverbal cues that support verbal interactions.There is no supporting context to assist the receiver with interpretation of an electronic communication.The structure and tone of electronic messages can strongly affect the response of receivers.An individuals verbal and written communications may not follow the same style.Writing skills will likely become an extension of interpersonal skills

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Challenges to the Leadership ConstructQualities Attributed to LeadersLeaders are intelligent, outgoing, have strong verbal skills, are aggressive, understanding, and industrious.Effective leaders are perceived as consistent and unwavering in their decisions.Effective leaders project the appearance of being a leader.Attribution Theory of LeadershipThe idea that leadership is merely an attribution that people make about other individuals

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Finding and Creating Effective LeadersSelectionReview specific requirements for the jobUse tests that identify personal traits associated with leadership, measure self-monitoring, and assess emotional intelligenceConduct personal interviews to determine candidates fit with the jobTrainingRecognize that all people are not equally trainableTeach skills that are necessary for employees to become effective leadersProvide behavioral training to increase the development potential of nascent charismatic employees

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