THEORIES OF LEADERSHIP
“Leadership is ACTION, not position.”
Donald H. McGannon
Trait Theory of Leadership This theory states that great leaders are born, not made. It
assumes that people have personality traits that make them perfect candidates for leadership.
A summary of the personality traits of leaders vs. non-leaders: Drive and ambition The desire to lead and influence Honesty and integrity Self-confidence Intelligence In-depth technical knowledge
Possessing certain personality traits only makes it more likely that an individual can become an effective leader
Personality Theory of Leadership
This theory states that people have certain strengths and prefered behaviours that will help them excel as a leader.
A personality typing test was developed from this theory called “True Colors”.
According to “True Colors,” there are four distinct personality types.
Personality Theory of Leadership Four Personality Types: yellow (gold), green, orange, blue
OrganizedLike structure & rules
Very dependable.
CuriousInnovative
Problem solvers
ActiveFun loving
Adventuresome
Warm & empathetic Strong communication
Strive for harmony
Personality Theory of Leadership We usually have a preferred way of functioning
(i.e. Displaying traits from a specific color)
However, we are all a blend of all four types and thus, we can function from each perspective when necessary
It is important to understand all the types to capitalize on your strengths and build on your weak areas.
Behaviour Theory of Leadership
Behaviour theories of leadership stem from the belief that leaders are born, not made.
Behaviour Theory of Leadership Two distinct leadership
dimensions
Task orientation leadership–
Emphasis on achieving performance goals
Relationship orientation leadership –
Emphasis on interpersonal relationships
Low Task Behaviour High
High task andlow relationship
Low task andlow relationship
High relationship andhigh task
High relationship andlow task
High
Relationship Behaviour
Low
Comprehensive Theory of Leadership The comprehensive theory of
leadership stipulates that leadership success is a function of the leader’s behaviour, the group members’ characteristics and situational factors
A change in any element affects the outcome or effectiveness of leadership
A leader needs to be sensitive to the characteristics of each group member
Telling
(Members are unable and willing)
Delegating
(Members are able and willing)
Selling
(Members are unable and unwilling)
Partying
(Members are able and unwilling/apprehensive)
Low Task Behaviour High
High Low
Relationship Behaviour
Low
Group Member Characteristics
A task-oriented leader will bring out the best in group members who: Have low affiliation needs Have a high need to achieve goals Accept authority Like careful, detailed planning Prefer material rewards
A relationship-oriented leader will bring out the best with members who:
Seek opportunities to socialize Have low achievement needs Are independent thinkers Tolerate ambiguity Prefer intrinsic rewards
Situational Factors:
A relationship-oriented leader will excel when:
The task is unstructuredThe degree of stress is lowRoles are unclear or flexibleThe group is smallTime constraints are loose
A task-oriented leader will excel when:
The task is structuredThe degree of stress is highRoles are clearly definedThe group is largeDeadlines must be met.
Situational Theory of Leadership
This theory was developed by Paul Hersey who states that there is no single “best” style of leadership
The most successful leaders are those who can adapt their leadership style to each individual or group they are working with.
Effective leadership will vary with the person or group that is being influenced, but it will also depend on the task or job that needs to be accomplished.
Situational Theory of Leadership
Leadership styles range from highly autocratic (directive) to
highly laissez-faire
The most effective leadership behaviour depends on the followers’ ability and motivation
AUTOCRATIC………………………….………………..DEMOCRATIC……………………………………………..LAISSEZ-FAIRE
Leader-Centred Follower-Centred
Leader permits group to function independently within set limits.
Leader defines limits and asks group to make decision.
Leader presents problem, welcomes suggestions, makes decision.
Leader makes tentative decision subject to input from group
Leader presents decision and invites feedback.
Leader makes decision and “sells” it.
Leader makes decision and announces it.
Task-oriented leader who makes all decisions
Directs the group by command or request
Effective when:
• the group needs complete direction, (members are novices and respect the leader’s superiority)
• the group is unable to work through a group decision-making process
• there is a crisis (well-suited to medical or military situations)
Autocratic (Directive) Leadership Style
Democratic (Participative) Leadership Style
Group members contribute to the overall organizational goals
Key attributes: Group goal setting = team management Open negotiation Delegation of control over own performance Sharing of the team’s successes and failures
Value placed on achieving consensus Leader retains right to make final decision
if disagreement persists
Laissez-Faire Leadership Style
Leader is informed but steps back from decision making and acts as a resource
Effective when the group has become competent and is functioning well
Leader does not abandon the group but instead retains responsibility for seeing that it continues to function
Benevolent Dictator Asks group members for advice, puts on a show of considering
their feelings and opinions, but then makes own administrative decisions
Initially viewed quite favourably
Eventually resentment sets in
Leaders with this style do not normally last long
Can Leadership Be Learned?
Can Leadership Be Learned?
Leadership can be learned through experience
It is a lifelong day-by-day learning process built on continued self-examination, introspection and self-searching honesty
People need to refine their strengths and improve their weaknesses
Although many leadership skills can be learned in the classroom, practical experience is necessary
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