Leadership (1)

Models and TheoriesModels and TheoriesAn OverviewAn Overview

ObjectiveObjectivess

Find out how different leadership models Find out how different leadership models and theories have emerged in the last 80 and theories have emerged in the last 80 years plus based on researchyears plus based on researchCritically reflect on the different models and Critically reflect on the different models and theories and apply them in a different range theories and apply them in a different range of context in the futureof context in the futureAppreciate the different leadership models Appreciate the different leadership models and theories and realize their strengths and and theories and realize their strengths and weaknesses in relation to one’s personal weaknesses in relation to one’s personal brand of leadershipbrand of leadership

ProcessProcess one’s experience one’s experience and definition of and definition of

leadershipleadership

reflection and reflection and sharingsharing

one’s one’s leadership leadership

tests resultstests results

research research findingsfindings

questions, questions, conclusions,conclusions,commentscomments

relaterelate

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alyz

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clarify

clarify

exploreexplore

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K - W - LK - W - Lwhat do I KNOW about leadership what do I KNOW about leadership models and theories?models and theories?what do I WANT to know about what do I WANT to know about leadership models and theories?leadership models and theories?What did I LEARN about What did I LEARN about leadership models and theories?leadership models and theories?

Models and Theories Models and Theories of Leadershipof LeadershipTrait Theory (30’s)Trait Theory (30’s)Behavioral Theory Behavioral Theory (40’s and 50’s)(40’s and 50’s)Contingency Theory Contingency Theory (60s and 70s)(60s and 70s)Transformational Transformational Theory (80s up)Theory (80s up)Others: emergent, Others: emergent, distributed, shared, distributed, shared, level 5 leadership, level 5 leadership, etc.etc.

Theories of Theories of Leadership (focus Leadership (focus of research)of research)

traittraitss skillsskills contextcontext ethicalethical

BehavioraBehaviorallTraitTrait ContingencyContingency TransformatioTransformatio

nalnal

styles/types of styles/types of leadersleaders

1930s1930s 1940s/50s1940s/50s 1960s/70s1960s/70s 1980s1980s

followerfollowerss

defining leadershipdefining leadershipwhat is it all about?

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Imagining LeadershipImagining LeadershipWhat does leadership look like?What does leadership look like?

LeadershiLeadershippwhat is what is leadership?leadership?what are what are some of the some of the needed needed capabilities in capabilities in being a leader being a leader today? (cf. today? (cf. Test 1)Test 1)

Reflection 1Reflection 1Looking at test 1 - divide which capabilities Looking at test 1 - divide which capabilities refer to a) personal, b) interpersonal, c) refer to a) personal, b) interpersonal, c) cognitive, and d) skills and knowledge cognitive, and d) skills and knowledge (do your (do your best)best)

Choose 2 CEOs from Article 1 and relate it to Choose 2 CEOs from Article 1 and relate it to TEST 1 ranking leadership capabilities and TEST 1 ranking leadership capabilities and your definitionyour definitionFigure out what capabilities these CEOs have Figure out what capabilities these CEOs have based on your choices and definition of based on your choices and definition of leadershipleadershipDiscuss your answers with the groupDiscuss your answers with the group

Leadership Leadership FunctionsFunctions

what we do when we lead? what we do when we lead? what is expected of us when we lead?what is expected of us when we lead?

4 Main Functions4 Main Functions

Emotional Stimulation Emotional Stimulation ExecutiveExecutiveCaringCaringMeaning AttributionMeaning Attribution

emotional emotional stimulationstimulation

executive functionexecutive function

caring functioncaring function

meaning attributionmeaning attribution

Reflection 2Reflection 2Looking at test 2 - what are the leadership Looking at test 2 - what are the leadership functions that I am most comfortable with? functions that I am most comfortable with? least comfortable with? least comfortable with? Based on the 2 CEOs chosen from Article 1 - Based on the 2 CEOs chosen from Article 1 - relate it now to the 4 main functions of relate it now to the 4 main functions of leadershipleadershipFigure out what leadership functions these Figure out what leadership functions these CEOs exercised. Refer to test 2 to review CEOs exercised. Refer to test 2 to review some itemssome itemsDiscuss your answers with the groupDiscuss your answers with the group

Effective Effective LeadershipLeadership

high in caringhigh in caring

high in meaning high in meaning attributionattribution

moderate in emotional moderate in emotional stimulation stimulation

moderate in executive moderate in executive functionfunction

Trait TheoryTrait Theorya theory that concerns a theory that concerns itself solely with leader itself solely with leader characteristics (Stogdill, characteristics (Stogdill, 1948; Mann 1959)1948; Mann 1959)studies identified studies identified certain personal certain personal characteristics that characteristics that appear to differentiate appear to differentiate leaders from followersleaders from followersbasic premise is that basic premise is that leaders are bornleaders are born

Reflection 3Reflection 3Looking at test 3 - what are the leadership Looking at test 3 - what are the leadership traits that I consider my strengths? my traits that I consider my strengths? my limitations? limitations? Based on the 2 CEOs chosen from Article 1 - Based on the 2 CEOs chosen from Article 1 - relate it now to the leadership traitsrelate it now to the leadership traitsFigure out what leadership traits these Figure out what leadership traits these CEOs would demonstrate during their life. CEOs would demonstrate during their life. Refer to test 3Refer to test 3Discuss your answers with the groupDiscuss your answers with the group

Contribution of the Contribution of the Trait TheoryTrait TheoryIdentified certain characteristics of the person as Identified certain characteristics of the person as essential in demonstrating leadership behavioressential in demonstrating leadership behaviorLeadership behavior - facilitating goal attainment Leadership behavior - facilitating goal attainment and recruitment of followers regardless of the and recruitment of followers regardless of the context context (5 usual traits)(5 usual traits)IntelligenceIntelligenceself-confidenceself-confidencedeterminationdeterminationintegrityintegritysociabilitysociability

Which do you Which do you prefer?prefer?Candidate A - Associates with Candidate A - Associates with

crooked politicians, and consults crooked politicians, and consults with astrologists. He's had two with astrologists. He's had two mistresses. He also chain mistresses. He also chain smokes and drinks quite a few smokes and drinks quite a few martinis a day.martinis a day.

Candidate B - He was kicked out Candidate B - He was kicked out of office twice, sleeps until noon, of office twice, sleeps until noon, used opium in college and drinks used opium in college and drinks a great deal of whisky every a great deal of whisky every evening.evening.

Candidate C - He is a decorated Candidate C - He is a decorated war hero. He's a vegetarian, war hero. He's a vegetarian, doesn't smoke, drinks an doesn't smoke, drinks an occasional beer and hasn't had occasional beer and hasn't had any extramarital affairs.any extramarital affairs.

Franklin RooselveltFranklin Rooselvelt

Winston ChurchillWinston Churchill

Adolf HitlerAdolf Hitler

Behavioral TheoryBehavioral Theory

traitstraits behavibehaviorsors

skillsskills

followefollowersrs

stylesstyles

LeaderLeaderss

patterns patterns of of

behaviors behaviors were were

grouped grouped together together as stylesas styles

Continuum of Leadership Continuum of Leadership BehaviorBehaviorautocraticautocratic

democratidemocraticc

(Source: Tannenbaum and Schmidt)(Source: Tannenbaum and Schmidt)

Test 5 - Styles of LeadershipTest 5 - Styles of Leadershipa) I want both of you a) I want both of you

to ....to ....

b) Let’s work b) Let’s work together to solve together to solve

this...this...

c) You two take care c) You two take care of the problem ....of the problem ....

autocratic leadershipautocratic leadership

participative leadershipparticipative leadership

delegative leadershipdelegative leadership

Variations of Variations of Behavioral TheoryBehavioral Theory

McGregor (1960) - Theory X and Theory YMcGregor (1960) - Theory X and Theory Y

Ohio State University and University of Ohio State University and University of Michigan Researches - two dimensions: Michigan Researches - two dimensions: a) a) Consideration/Employee OrientationConsideration/Employee Orientation (friendship, mutual trust, respect and (friendship, mutual trust, respect and warmth) andwarmth) and b) Initiating b) Initiating Structure/Production OrientationStructure/Production Orientation (organizes and defines roles, patterns of (organizes and defines roles, patterns of organization, channels of communication, organization, channels of communication, and ways of getting jobs done)and ways of getting jobs done)

Effective Styles of Effective Styles of LeadershipLeadership

DeveloperDeveloper““I’ll be your I’ll be your

mentor”mentor”

ExecutiveExecutive““This is good This is good

for the for the company and company and

you”you”

BureaucratBureaucrat““Let’s get this Let’s get this done and over done and over

with”with”

BenevolentBenevolentAutocratAutocrat

““We are doing We are doing a good job”a good job”

production orientationproduction orientation

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oorriieennttaattiioonn

Ineffective Styles of Ineffective Styles of LeadershipLeadership

MissionaryMissionary““I’m here to I’m here to

care for you.”care for you.”CompromiserCompromiser

““Let’s meet Let’s meet half-way”half-way”

DeserterDeserter““I will let I will let them be”them be”

AutocratAutocrat““Do as I say”Do as I say”

eemmppllooyyeeee

oorriieennttaattiioonn production orientationproduction orientation

Blake and Mouton Managerial Blake and Mouton Managerial GridGrid

Contingency Contingency TheoryTheoryMany leadership models not Many leadership models not only take into account the only take into account the leader/follower relationship but leader/follower relationship but also realize that situational also realize that situational variables affect leadership variables affect leadership performanceperformance6 MODELS: LPC Contingency 6 MODELS: LPC Contingency model, Hersey and Blanchard’s model, Hersey and Blanchard’s situational leadership model, situational leadership model, the path-goal theory of the path-goal theory of leadership, the multiple linkage leadership, the multiple linkage model of leadership, leadership model of leadership, leadership substitute theory, and Vroom substitute theory, and Vroom and Yetton’s normative decision and Yetton’s normative decision modelmodel

traitstraits behaviorsbehaviors

situationsituation

Hersey and BlanchardHersey and Blanchard

ParticipatinParticipatingg

JM-HighJM-HighPM-LowPM-Low

SellingSellingCoachingCoaching

JM-LowJM-LowPM-HighPM-High

DelegatingDelegatingJM-HighJM-HighPM-HighPM-High

TellingTellingDirectingDirecting

JM-LowJM-LowPM-LowPM-Low

ssuuppppoorrttiivvee

directive - tasksdirective - tasks

rreellaattiioonnsshhiippss

*job *job maturitymaturity*psycho-*psycho-logical logical

maturitymaturity

Reflection 4Reflection 4Looking at test 4 and 5 - what are the leadership Looking at test 4 and 5 - what are the leadership behaviors/styles am I most comfortable with? least behaviors/styles am I most comfortable with? least comfortable with? How would you consider the comfortable with? How would you consider the situation as a variable?situation as a variable?

Based on Article 2 concerning 2 basketball coaches - Based on Article 2 concerning 2 basketball coaches - relate it now to their leadership behaviors/styles relate it now to their leadership behaviors/styles and their situation.and their situation.

Figure out what leadership behaviors/styles these Figure out what leadership behaviors/styles these coaches would show during their life. Consider coaches would show during their life. Consider their situations also (cf. Test 5)their situations also (cf. Test 5)

Discuss your answers with the groupDiscuss your answers with the group

Contribution/Limitation Contribution/Limitation of Behavioral/Situational of Behavioral/Situational TheoryTheoryalmost the same issues with the trait approach; almost the same issues with the trait approach;

cause and effect were not considered fullycause and effect were not considered fullybehaviors vary as much as the situation changesbehaviors vary as much as the situation changeshowever, there are isolated patterns of behaviors however, there are isolated patterns of behaviors grouped into 4 categories as essential to grouped into 4 categories as essential to leadership behaviors whatever the situation is leadership behaviors whatever the situation is

4 Categories (11 4 Categories (11 behaviors)behaviors) Building RelationshipsBuilding Relationships

1. Networking1. Networking 2. Supporting2. Supporting 3. Managing conflict3. Managing conflict

Influencing PeopleInfluencing People 4. Motivating4. Motivating 5. Recognizing and rewarding5. Recognizing and rewarding

Making DecisionsMaking Decisions 6. Planning and organizing6. Planning and organizing 7. Problem solving7. Problem solving 8. Consulting and delegating8. Consulting and delegating

Giving / Seeking Giving / Seeking InformationInformation 9. Monitoring operations and 9. Monitoring operations and environment environment 10. Informing10. Informing 11. Clarifying roles11. Clarifying roles source: source:

YuklYukl

What would you What would you do?do?

If you knew a teacher If you knew a teacher who was pregnant, who who was pregnant, who had 8 kids already, had 8 kids already, three who were deaf, three who were deaf, two who were blind, one two who were blind, one mentally retarded, and mentally retarded, and she had syphilis; how she had syphilis; how would you come up with would you come up with a recommendation? a recommendation? What will your group’s What will your group’s recommendation be?recommendation be?

Transformational Transformational TheoryTheory

looks at the contingency looks at the contingency model but with a model but with a differencedifference

introduce the variable of introduce the variable of leaders having an ethical leaders having an ethical and moral obligation to and moral obligation to their followers and to the their followers and to the mission of the mission of the organizationorganization

geared towards follower geared towards follower growth and developmentgrowth and development



what did what did you do to you do to

change the change the world?world?

is it possible is it possible for one ideafor one ideato change to change the world?the world?

Variations of Variations of Transformational Transformational Leadership Leadership Charismatic Leadership (robert house)Charismatic Leadership (robert house)

Transactional vs. Transformational (burns; bass)Transactional vs. Transformational (burns; bass)Servant Leadership (greenleaf)Servant Leadership (greenleaf)Distributed Leadership (belbin)Distributed Leadership (belbin)Living Systems (wheatley)Living Systems (wheatley)Level Five Leadership (jim collins)Level Five Leadership (jim collins)Leaders as catalyst of change - warren bennis, Leaders as catalyst of change - warren bennis, james kouzes and barry posner, stephen coveyjames kouzes and barry posner, stephen coveyLeaders as strategic visionaries - peter senge Leaders as strategic visionaries - peter senge (systems thinking and learning organization(systems thinking and learning organizationLeadership and Spirituality - fullan,moxley, zohar, Leadership and Spirituality - fullan,moxley, zohar, nelson ,fryenelson ,frye

Reflection 5Reflection 5Looking at test 6- what are the leadership factors Looking at test 6- what are the leadership factors am I most comfortable with? least comfortable am I most comfortable with? least comfortable with? with?

Based on Articles 1/2 concerning 2 basketball Based on Articles 1/2 concerning 2 basketball coaches or 2 CEOs chosen - relate it now to the coaches or 2 CEOs chosen - relate it now to the different leadership factors.different leadership factors.

Figure out what leadership factors these Figure out what leadership factors these coaches/CEOs would demonstrate during their life. coaches/CEOs would demonstrate during their life. (cf. Test 6)(cf. Test 6)

Discuss your answers with the group. You may also Discuss your answers with the group. You may also use Article 3 as reference.use Article 3 as reference.

What What motivatemotivates s leaders?leaders?



Attitude reflects Attitude reflects leadershipleadershipMotivation shapes attitudesMotivation shapes attitudes

basic basic motivationsmotivations

valuesvalues

needsneeds

attitudeattitudess

behaviorbehaviorss

shapeshape bring aboutbring about

Reflection 6Reflection 6Looking at test 6- what are the leadership Looking at test 6- what are the leadership motivations am I most comfortable with? least motivations am I most comfortable with? least comfortable with? comfortable with?

Based on Article 1/2 concerning 2 basketball Based on Article 1/2 concerning 2 basketball coaches or 2 CEOs chosen - relate it now to the coaches or 2 CEOs chosen - relate it now to the leadership motivations.leadership motivations.

Figure out what leadership motivations these Figure out what leadership motivations these coaches/CEOs would demonstrate during their life. coaches/CEOs would demonstrate during their life. (cf. Test 6)(cf. Test 6)

Discuss your answers with the group. Discuss your answers with the group.

What What motivates motivates leaders?leaders?

need for:need for:

achievementachievement

affiliationaffiliation

powerpowergood leadershipgood leadership= power > achievement > affiliation= power > achievement > affiliation

Lasallian Lasallian LeadershipLeadershipwhat did I what did I learn so far?learn so far?

Reflection 7Reflection 7Looking at handout 2 - there are traits, Looking at handout 2 - there are traits, behaviors, functions, motivations, styles, behaviors, functions, motivations, styles, factors etc that are part and parcel of what factors etc that are part and parcel of what Lasallian leadership is all about. Lasallian leadership is all about. Figure out what connections and Figure out what connections and inferences can you draw from the handout inferences can you draw from the handout and what you have learned so farand what you have learned so farDiscuss your answers with the group. Discuss your answers with the group.

faithfaithserviceservice

communioncommunion

motivationmotivation

ethicsethics

traitstraits

predispositionpredispositionss

functionsfunctionsskillsskills behaviorbehavior

ss stylesstyles

visionvision

spiritualityspirituality

CONTEXTCONTEXTministryministry PARCPARCcountrycountry

cultureculturecommunitycommunitytraditionstraditions

Personal Leadership Personal Leadership BrandBrand

be yourself + more with be yourself + more with skillskill



why should anyone be led by you?why should anyone be led by you?

predisposipredispositionstionstraits traits

motivationmotivationss

functionsfunctionsskills/skills/

behaviorsbehaviorsstylesstyles

visionvisionethicsethics

spiritualityspirituality

++

++ == Personal Personal Brand of Brand of

LeadershipLeadershipfaithfaith

serviceservicecommuniocommunio

nn

l l a a mms is ia a ssl l ssl il ii i ooa a nnnn

1. Establishing the 1. Establishing the Desired ResultsDesired Results

Customers/Clients:Customers/Clients: who are they? what do they who are they? what do they expect from you? what service are you offering expect from you? what service are you offering them?them?Stakeholders:Stakeholders: who are they? what do they who are they? what do they expect from you? what can you do together to expect from you? what can you do together to meet the needed expectations? what outcomes do meet the needed expectations? what outcomes do you wish to complete together? what do they need you wish to complete together? what do they need from you?from you?OrganizationOrganization: how can your team help execute on : how can your team help execute on its strategy?its strategy?

samplesampleCustomer/Client: Customer/Client: marginalized youth in town marginalized youth in town A, Pakistan; provide catechetical formation and A, Pakistan; provide catechetical formation and leadership capabilitiesleadership capabilitiesStakeholdersStakeholders: Brothers, trainors, catechists, : Brothers, trainors, catechists, parish community, parents; organize groups parish community, parents; organize groups according to roles/responsibilities in view of according to roles/responsibilities in view of providing catechetical formation and leadership providing catechetical formation and leadership capabilitiescapabilitiesOrganizationOrganization: the team will define their : the team will define their expectations and delegate responsibilities expectations and delegate responsibilities according to competenciesaccording to competencies

2. Decide what you 2. Decide what you wish to be known wish to be known for?for?Choose 2-3 important Choose 2-3 important

traits/motivations you wish to be traits/motivations you wish to be known for?known for?Choose 2-3 important Choose 2-3 important capabilities, functions, styles, capabilities, functions, styles, behaviors you wish to be known behaviors you wish to be known for?for?Choose 2-3 factors from the Choose 2-3 factors from the transformational leadership you transformational leadership you wish to be known for?wish to be known for?OR:OR: Choose 6-8 words/phrases Choose 6-8 words/phrases that you wish to be known for.that you wish to be known for.

3. Define your 3. Define your identityidentity

use the 6 use the 6 words/phrases to words/phrases to reflect your desired reflect your desired identityidentitywhat you wish to be what you wish to be known for plus how do known for plus how do you wish to get your you wish to get your act togetheract togetherexperiment with many experiment with many combinations with the combinations with the 6 words/phrases6 words/phrases

SampleSamplecollaborativecollaborativeindependentindependentdeliberatedeliberateinnovativeinnovativeresults-orientedresults-orientedstrategicstrategic

independently independently innovativeinnovativedeliberately deliberately collaborativecollaborativestrategically strategically results orientedresults oriented

4. Construct your 4. Construct your leadership brand leadership brand statementstatementI want to be known for I want to be known for being ____________ so being ____________ so that I can deliver that I can deliver _________. _________.

**You may draw a visual representation if **You may draw a visual representation if you wishyou wish

samplesample““I want to be known for being I want to be known for being independently innovative, independently innovative, deliberately collaborative, deliberately collaborative, andand strategically results orientedstrategically results oriented so so that I can deliver that I can deliver effective effective educational outcomes for the educational outcomes for the catechetical formation and catechetical formation and leadership capabilities in town A, leadership capabilities in town A, PakistanPakistan.”.”

CritiquingCritiquingIs this the brand identity that best Is this the brand identity that best represents who I am and what I can represents who I am and what I can do? If you lived this declaration of do? If you lived this declaration of leadership, would you see yourself as leadership, would you see yourself as successful? Are you willing to tell successful? Are you willing to tell others that this is your personal others that this is your personal leadership brand?leadership brand?Is this brand identity something that Is this brand identity something that creates value in the eyes of my creates value in the eyes of my organization and key stakeholders? organization and key stakeholders? Is this something that is needed?Is this something that is needed?

– – What risks am I taking by exhibiting What risks am I taking by exhibiting this brand? What will the brand keep this brand? What will the brand keep you from understanding and doing?you from understanding and doing?

CritiquingCritiquingWhat risks am I taking by What risks am I taking by exhibiting this brand? What will exhibiting this brand? What will the brand keep you from the brand keep you from understanding and doing? understanding and doing? Can I live this brand? Do you have Can I live this brand? Do you have the ability to translate the the ability to translate the qualities you articulate in your qualities you articulate in your leadership brand statement into leadership brand statement into day-to-day behavior? Can you day-to-day behavior? Can you make specific time commitments to make specific time commitments to live the leadership brand you live the leadership brand you espouse? Can you translate it into espouse? Can you translate it into the decisions and choices you the decisions and choices you make?make?

Leadership BrandLeadership BrandMake it real by sharing it Make it real by sharing it with others and inviting with others and inviting feedback from themfeedback from themBrands evolve and are Brands evolve and are dynamic - make sure you dynamic - make sure you grow in maturity and self-grow in maturity and self-awarenessawarenessA brand is like your A brand is like your signaturesignatureLeadership brand is a Leadership brand is a callingcalling

Leadership as a Leadership as a callingcalling



a lifelong endeavor = study, practical a lifelong endeavor = study, practical application, field experience, insightsapplication, field experience, insightstechnical eclecticism approachtechnical eclecticism approachtheoretical integration approachtheoretical integration approachcommon factor approachcommon factor approachleadership as an art (creative synthesis) and a leadership as an art (creative synthesis) and a science (rigorous discipline)science (rigorous discipline)

IntegrationIntegration

Variations of Variations of Contingency TheoryContingency Theory

Hersey and Blanchard (1977)Hersey and Blanchard (1977)Path Goal Leadership Theory (Robert House, Path Goal Leadership Theory (Robert House, 1971)1971)Multiple Linkage Model (Gary Yukl, 1981, 1989)Multiple Linkage Model (Gary Yukl, 1981, 1989)Leadership Substitutes Theory (Kerr and Leadership Substitutes Theory (Kerr and Jermier, 1978)Jermier, 1978)Normative Leadership Theory (Vroom and Normative Leadership Theory (Vroom and Yetton)Yetton)

Limitations of the Trait Limitations of the Trait TheoryTheory

focused on the leader per se and have minimized focused on the leader per se and have minimized the impact of the followers and the situation the impact of the followers and the situation assumed leadership was innate; cause and effect assumed leadership was innate; cause and effect were not addressedwere not addressedfailed to account why certain leaders would be failed to account why certain leaders would be effective in certain situations yet not in otherseffective in certain situations yet not in othersit presumes that traits are stable across time; it presumes that traits are stable across time; universal traits?universal traits?failed to offer a guideline for leadership failed to offer a guideline for leadership developmentdevelopmentnot an exact science, e.g., measurement of traitsnot an exact science, e.g., measurement of traits





What What does does

leadershileadership look p look like?like?

Why Why should should

anyone be anyone be led by led by you?you?



FaithFaith

CommuCommunionnion

ServiceService

cognitivecognitive

personalpersonal inter-inter-personalpersonal

traitstraitsbehaviorsbehaviors

functionsfunctions

stylesstyles

motivesmotives

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