Leadership Notes 1

8/3/2019 Leadership Notes 1

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Trait Theories

Assumptions

-Leaders are born and not made,

- It focuses on the notion that some leaders are natural leaders endowed with

certain traits and attributes not found in others.

-It is also called the great man theory because it seeks to identify inert

qualities possessed by influential monarchs ,military generals and civil leaders

-Critics argue that it is not gender sensitive because no history of influential

women was recorded by these theorists, eg Queen Elizabeth 1, Joan of Arc or

our very own Mbuya Nehanda

Goal

Select a leader

Attributes of leaders according to trait theory/ traits of leadership qualities

-Extroversion

-Conscientiousness

-oppenness

-tireless energy

-penetrating intuition

-Uncanny foresight

-Irresistible persuasive powers

-charismatic

-visionary


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Other Traits

-Intelligence

Logical thinking

Concept formation

Inductive or deductive reasoning

-Good judgement foresight and creativity

-Traits of agreeableness

-Dependability traits

-Integrity

-Traits of surgency i.e power motivation and achievement orientation

Lee Lacocca; nine Cs of leadership

-curiosity

-creativity

-communication

-character

-charisma

-competence

-courage

-conviction

-common sense


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Contingency Theories

Sought to question the efficacy of the assumptions of the trait and

behavioural theories

Assumptions

- Proposed that leadership effectiveness depended on the situation or on the

ability to isolate those situational conditions.

-The most effective leadership style in a particular case depends on

interaction of leader and subordinates and the situation.

-Argues that whether or not a set of traits exist effective leadership will

depend on the situation variables such as the characteristics of the

surbodinates

Four approaches will be considered

(i)The Fiedler contingency model

-It proposes that effective group performance depends on the proper match

between the leader style of interacting with his o her subordinates and the

degree to which the situation allows the leader to control and influence.

Fiedler focused on

(a)leader-member relations

-the degree of confidence ,trust, and respect subordinates have in their

leader.

(b)task structure

-the degree to which job assignments are procedurized.

(c)position power


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-The degree of influence a leader has over power variables such as hiring ,

firing, discipline, salary increases and promotions.

(ii)Hersey Blanchard Situational Theory

-Situational leadership is contingency theory that focuses on followers.

-success is achieved by selecting the right leadership style , which Hersey and

Blanchard argue that it is contingent on the followers level of maturity.

-A leader would choose his or her style (telling , selling, participating , or

delegating based on the followers level of maturity.

Four stages of followers readiness according to Hersey-Blanchard theory

1 People are both unable and unwilling to take responsibility for doing

something .They are neither confident nor competent.

2. People are unable but willing to the necessary job tasks .They are

motivated but currently lack the appropriate skills.

3.People are able but unwilling to do what the leader wants.

4.People are both able and willing to do what is asked of them.

(iii)Path Goal Theory

-Developed by Robert House , The Path-Goal Theory assumes that a leaders

behaviour is acceptable to subordinates insorfar as they view it as a source of

immediate or future satisfaction.

-The key constructs of this theory has its foundations from the Ohio State

Research and from Victor Vroom s Expectancy theory of motivation.

-A leaders behaviour is motivational as long as it


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y makes the subordinate need-satisfaction contingent on effectiveperformance.

y Provides the coaching , support , guidance and rewards that arenecessary for effective performance.

From this research House identified Four leadership behaviours.

y Directive leadery Supportive leadery Participative leadery Achievement leader

(iv) Leader Participation Model

Victor Vroom and Phillip Yetton developed the leader participation model in

1973 that related leadership behaviour and participation to decision making

-This is a leadserrship theory that provides a set of rules to determine the form

and amount of participative decision making situations.

Possible leadership styles in Vroom Yetton Leader Participation Model

1-Autocratic 1 ( A1)

2.Autcratic 11 (A11)

3.Consultative 1 (C1)

4Consultative 11(C11)

5Group 11 (GII)

Emerging Approaches to Leadership

-attribution theory

-charismatic

-Transactional versus Transformational


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Attribution theory

-This theory proposes that leadership is merely an attribution that people

make about other individuals.

-Researchers have found that people tend to characterise leaders as having

traits such as

Intelligence

Strong verbal skills

Outgoing personality

Aggressiveness

Understanding

Industriousness

-This theory also state that effective leaders are generally considered

consistent and unwavering in their decisions.

The Components of leadership

1 .Authority

-It entails having the right to perform certain actions.

2.P

ower

-the ability of the leader to influence the behaviour of others.

3.Influence

-the ability of the leader to apply authority and power in such a way that

others take action.


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4.Responsibilty/Accountability

-the ability of the leader to accept responsibility of their own actions and those

of others.

5.Deligation

-the ability of a leader to pass on his or her authority to others that is

subordinate to tasks on his or her behalf.

Leaders and Power

John French and Bertram Raven identified 5 bases or sources of power

1.Legitimate Power

-the power a person has a result of his or her position in an organisation s

hierarchy , it is also called authority.

2.Coercive Power

-the power that rest on the application , or the threat of application of physical

sanctions, such as the infliction of pain, the arousal of frustration through

restriction of movement or the controlling by force of basic physiological

needs such as safety needs.

3.Reward Power

-The power that produces positive benefits or rewards.

4.ExpertP

ower

-Influence that results from expertise, special skill or knowledge.

5.Referent Power

The power that arises from identification with a person who has a desirable

resources or personal traits.


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The Roles of Leaders

-To provide direction

-to adapt to change

-to be the key to a shared vision

-to provide clarity and a sense of shared vision

-they model the way by living their values

-to spread optimism

-Leaders communicate

-to provide a safe environment to take risks

-to learn

Leaders ensure that all understand that is the objectives , values , vision , and

the mission of the firm.

-they support their subordinates

-They recognize those who show initiative

-they must be trustworthy

Other roles of leaders are:

-Historian

-they know and communicate the culture , beliefs, values and traditions of

the firm.

Ambassador

-they represent the firm to the external stakeholders and to the public.


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Analysts

-the leaders is able to examine in detail the situation facing the organisation.

and establish the essential issues at stake.

Futurist

-a leaders is a visionary

Contrarian

-a leader is able to give alternative ideas or alternatives to the ordinary ,

always offering better information .


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REFERENCES

BENNIS W, ON BECOMING A LEADER(2003) MAGNA PUBLISHING INDIA

SMIT & CRONJE MANAGEMENT PRINCIPLES (1997) SOUTH AFRICA

ROBBINS, STEVEN P& COULTAR MARY MANGEMENT (5TH EDITION) (1996)

PRENTICE HALL INTERNATIONAL

LACOCCA LEE, WHERE HAVE ALL THE LEADERS GONE (2007) SIMON

SCHUSTER PUBLISHING

Leadership Notes 1

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