LeadershipTheories andStyles

IAAP 2009AdministrativeProfessionalsWeek Event April28,2009

DevelopmentofLeadershipTheory
Untilapproximately1930,therewasnotmuch academicinterestintheareaofleadership FredrickTaylorScientific ScientificManagement(time/motion studiesofproductivity)(late1800s) MaxWeber(writingonbureaucracy)aleader possessedpowerbyvirtueofhisposition(1922) MaryParkerFollett participatorymanagementin powerwith withasopposedtopower powerover over(1926) power

LutherGulick NotesonOrganization 1937

WorkoftheExecutive POSDCORB
Planning Organizing Staffing Directing Coordinating g Reporting Budgeting g g

Leadership anewdefinition
ChesterBarnard 1938newdefinitionof leadership Theabilityofasuperiortoinfluencethe behaviorofsubordinatesandpersuadethem tofollowaparticularcourseofaction. (Barnard1938)

Power FrenchandRaven(1960)
Legitimate g p power comessolely yfromthep positionthe superiorholdsinanorganization Rewardpower comesbymeansofpromotion,salary i increases and di interesting t ti assignments i t Expertpower comesfromtheleaderpossessing superiorknowledgeofthematterunderdiscussion Referentpower comesfromthefactthat subordinatesidentifywiththeleaderandrespect him/her / Coercivepower comesfromforcedactionsand potentialforpunishment

NatureofLeadership
Effectiveleadershipisakeyfactorinthelifeandsuccess ofanorganization Leadershiptransformspotentialintoreality reality. Leadership pistheultimateactwhichbrings g tosuccessall ofthepotentpotentialthatisinanorganizationand itspeople. Leadersproposenewparadigmswhenoldoneslose theireffectiveness.

Leadership isamajorwayin whichpeoplechangethe mindsofothersandmove organizationsforwardto accomplishidentifiedgoals.

TheoriesofLeadership
Overtime, ,anumberoftheoriesofleadership phave beenproposed,including: GreatManTheory TraitTheory Behavioral B h i lTheories Th i
TheManagerialGrid TheoryXandTheoryY

ParticipativeLeadership
Lewinsleadershipstyles

TheoriesofLeadership(con't) (con t)
SituationalLeadership Contingency C i Theory h TransactionalLeadership TransformationalLeadership

TheoriesofLeadership:Trait
Trait a tTheory/Great eo y/G eatMan a ( (Woman) o a ) assu assumes est the e leaderisdifferentfromtheaveragepersonin termsofpersonalitytraitssuchasintelligence, perseverance,and dambition b Assumptions
Peoplearebornwithinheritedtraits. Some S traits t it areparticularly ti l l suited it dto t l leadership. d hi Peoplewhomakegoodleadershavetheright(or sufficient)combinationoftraits.

TraitTheory
Early yresearchonleadership pwasbasedonthe psychologicalfocusoftheday,whichwasof peoplehavinginheritedcharacteristicsortraits. Attentionwasgiventodiscoveringthesetraits, oftenbystudyingsuccessfulleaders. Underlying y gassumption p thatifotherpeople p p could alsobefoundwiththesetraits,thenthey,too, couldalsobecomegreatleaders.

Stodgill's Stodgill s(1974)TraitsandSkills

Traits Adaptabletosituations Alerttosocialenvironment Ambitiousandachievementorientated Assertive Cooperative Decisive Dependable Dominant(desiretoinfluenceothers) Energetic(highactivitylevel) Persistent Selfconfident Tolerantofstress Willingtoassumeresponsibility Skills Clever(intelligent) Conceptuallyskilled Creative Diplomaticandtactful Fluentinspeaking Knowledgeableaboutgrouptask Organized(administrativeability) Persuasive Sociallyskilled

BehavioralTheories
Assumptions
Leaderscanbemade,ratherthanareborn Successfulleadershipisbasedindefinable,learnablebehavior

Description p
Behavioraltheoriesdonotseekinborntraits theylookatwhat leadersactuallydo Successcanbedefinedintermsofdescribableactions

Implication:
Leadershipcapabilitycanbelearned

BehavioralTheories
Twogeneraltypesofbehaviorexhibitedby leaders: ConcernforPeople ConcernforProduction

EarlyResearchonLeader Leader's sBehavior

Whilealeadercanexhibitbothtypes yp ofbehavior, , earlyresearchonthetwodimensionsindicate thatgenerally: Asaleadersconsiderationincreased increased,employee turnoverandabsenteeismdeclined Asaleaderstaskorientationincreased, employeeperformancerose. But,thefindingsweresometimescontradictory.

TheManagerialGrid
High g Country Club management Middle of the road management Impoverished management Team management g Concern for People Medium

Low

Authority-compliance

Low

Medium

High

Concern for Production (Task)

BlakeandMouton(early1960s)

McGregor'sTheoryXandTheoryY ( (1960) )
TheoryXLeadersAssume: TheoryYLeadersAssume:
1.Employeesinherentlydislikeworkand, wheneverpossible,willattempttoavoidit. 1.Employeescanviewworkasbeingasnaturalas restorplay

2.Becauseemployeesdislikework,theymustbe 2. Menandwomenwillexerciseselfdirection coerced,controlled,orthreatenedwith andselfcontroliftheyarecommittedtothe punishmenttoachievedesiredgoals objectives 3.Employeeswillshirkresponsibilitiesandseek 3.Theaveragepersoncanlearntoaccept,even formaldirectionwheneverpossible seek,responsibility 4.Mostworkersplacesecurityaboveallother 4.Theabilitytomakegooddecisionsiswidely factorsassociatedwithworkandwilldisplaylittledispersedthroughoutthepopulationandisnot ambition necessarilythesoleprovinceofmanagers

ParticipativeLeadership
Assumptions Involvementindecisionmakingimprovesthe understandingoftheissuesinvolvedbythosewhomust carryoutthedecisions. Peoplearemorecommittedtoactionswheretheyhave involvedintherelevantdecisionmaking. Peoplearelesscompetitiveandmorecollaborativewhen theyareworkingonjointgoals. Whenpeoplemakedecisionstogether,thesocial commitmenttooneanotherisgreaterandthusincreases theircommitmenttothedecision. Severalpeopledecidingtogethermakebetterdecisions thanonepersonalone. alone

ParticipativeLeadership
AParticipativeLeader, Leader ratherthantaking autocraticdecisions,seekstoinvolveother peopleintheprocess process,possiblyincluding subordinates,peers,superiorsandother stakeholders. stakeholders M Mostparticipative i i i activity i i i iswithin i hi the h immediateteam.

ContinuumofParticipatoryStyle
<Not participative Leader proposes Teamproposes decision, decision, listensto leaderhasfinal feedback,then decision decides Highly participative>

Autocratic decisionby leader

Jointdecision withteamas equals

Fulldelegation ofdecisionto team

Youshouldalsoknow:
Thisapproachisalsoknownasconsultation, empowerment,jointdecisionmaking, democraticleadership,ManagementBy Objective(MBO)andpowersharing. ParticipativeLeadershipcanbeashamwhen managersaskforopinionsandthenignore them.Thisislikelytoleadtocynicismand feelingsofbetrayal.

Autocratic Intheautocraticstyle,theleadermakesdecisions withoutconsultingwithothers.InLewin'sexperiments, h f he found dth that tthi thiscaused dth thegreatest t tdi discontent. t t Anautocraticstyleworksbestwhen:
thereisnoneedforinputonthedecision wherethedecisionwouldnotchangeasaresultofinput wherethemotivationofpeopletocarryoutsubsequent actionswouldnotbeaffectedwhethertheywereorwere notinvolvedinthedecisionmaking.

Lewin sThreeParticipatory Lewin's LeadershipStyles(1939)

Lewin's Lewin sStyles(con't) (con t)

Democratic Inthedemocraticstyle,theleaderinvolvesthepeople inthedecisionmaking,althoughtheprocessforthe fi ld final decision i i mayvaryf fromth thel leader d having h i the th final fi l saytothemfacilitatingconsensusinthegroup. Democraticdecisionmakingisusuallyappreciatedby thepeople,especiallyiftheyhavebeenusedto autocraticdecisionswithwhichtheydisagreed. Democraticstylecanbeproblematicwhentherearea widerangeofopinionsandthereisnoclearwayof reachinganequitablefinaldecision.

Lewin's Lewin sStyles(con't) (con t)

LaissezFaire Thelaissezfairestyleminimizestheleader's involvementindecisionmaking. Laissezfaireworksbestwhen:
peoplearecapableandmotivatedinmakingtheir owndecisions, o dec s o s,and a d wherethereisnorequirementforacentral coordination

Lewin's Lewin sConclusions

Theseexperimentswereactuallydonewith groupsofchildren,butwereearlyinthe moderneraandwereconsequentlyhighly influential. Lewindiscoveredthat:
ThemosteffectivestylewasDemocratic Excessiveautocraticstylesledtorevolution Laissezfaireresultedinlesscoherentwork patternsandexertionoflessenergythanwhen b i ti l l d

SituationalLeadership
Assumptions Thebestactionoftheleaderdependsona rangeofsituationalfactors factors. Whenadecisionisneeded,aneffectiveleader doesnotjustfallintoasinglepreferredstyle.

FactorsInfluenceSituational Leadership d h
TannenbaumandSchmidt(1958)identified threeforcesthatledtotheleader'saction:
theforcesinthesituation theforcesinthefollower theforcesintheleader Thisrecognizes Thi i th that tth thel leader's d ' style t l i ishighly hi hl variable,andevensuchdistanteventsasafamily argumentcan influencedecisionsmadeintheworkplace.

Contingencyv.SituationalTheory
Both ot assu assume et that att there e eis sno os simple p eo one eright g tway: ay: Situationaltheorytendstofocusmoreonthe behaviorsthattheleadershouldadopt,given situationalfactors(oftenaboutfollower behavior). Contingencytheorytakesabroaderviewthat includescontingentfactorsaboutleader capabilityandothervariableswithinthe situation.(Leaderswhoareveryeffectiveatone placeandtimemaybecomeunsuccessfuleither

TransactionalLeadership
Assumptions Peoplearemotivatedbyrewardand punishment. punishment Socialsystemsworkbestwithaclearchainof command. d Whenpeoplehaveagreedtodoajob,apart ofthedealisthattheycedeallauthorityto theirmanager. Theprimepurposeofasubordinateistodo whattheirmanagertellsthemtodo.

TransactionalLeadershipStyle
Transactionalleaderworksthrough g creating gclear structures
Workrequirementsareclear Reward R dstructure t t is i clear l Punishmentsarenotalwaysmentioned,buttheyarealso wellunderstoodandformalsystemsofdisciplineare usuallyinplace Negotiatethecontractwherebythesubordinateisgivena salaryandotherbenefits,andthecompany(andby implicationthesubordinate'smanager)getsauthorityover thesubordinate. subordinate Whenworkisallocatedtosubordinates,theyare

TransactionalConsiderations
Thetransactionalleaderoftenuses managementbyexception,workingonthe principlethatifsomethingisoperatingas expectedthenitdoesnotneedattention. IntheLeadershipvs.ManagementSpectrum, transactionalleadershipisverymuchtowards themanagementendofthescale. Reliesstronglyonprincipleofrationalman andreactiontorewardsandpunishment.

TransactionalandTransformational ( (Burns 1978) )

Transactional leaderengagesothersinthe reciprocalactivityofexchangingonethingfor another (participatory/dynamic) another. T Transformational f i l leader l d examines i and d searchesfortheneedsandmotivesofothers while hil seeking ki ahigher hi h agenda d of fneeds. d (visionary/changeagent)

TransformationalLeadership
Assumptions Peoplewillfollowapersonwhoinspiresthem. Apersonwithvisionandpassioncanachieve greatthings. Thewaytogetthingsdoneisbyinjecting enthusiasmandenergy. energy

ComponentsofTransformational Leadership d h
Develop pthevision Startswiththedevelopmentofavision,aviewof thefuturethatwillexciteandconvertpotential followers (Thisvisionmaybedevelopedbythe followers. leader,bytheseniorteamormayemergefroma broadseriesofdiscussions.Theleadermustbuy incompletely.) Sell S llthe h vision ii Sellthevisionimmediatelyandcontinually. Createtrust Relyonpersonalintegrity
Transformational leaders are selling themselves as well as

FindingtheWay
Findthewayforwards: Pathmaybeclear otherssimplyneedto follow Pathmayneedtobeexploredtogether Directionwillnotalwaysbeknown Leaderg guidesalong gthecourse TransformationalLeaderwillacceptthatthere willbefailuresandblindcanyonsalongthe way As long as they feel progress is being

Leadingthecharge
TransformationalLeadersarealwaysvisible Willstanduptobecountedratherthanhide behindtheirtroops. They Th show h by b th their i attitudes ttit d and dactions ti h how everyoneelseshouldbehave. Theymakecontinuedeffortstomotivateand rallytheirfollowers,constantlydoingthe rounds,listening,soothingandenergizing. Theirunswervingcommitmentkeepspeople going,particularlythroughthedarkertimes whensomemayquestionwhetherthevision

TransformationalLeadership
OneofthemethodstheTransformationalLeader usestosustainmotivationisintheuseof ceremonies, ,ritualsandotherculturalsymbolism. y Smallchangesgetbighurrahs,pumpinguptheir significanceasindicatorsofrealprogress. (CultureCreators) Overall,they ybalancetheirattentionbetween actionthatcreatesprogressandthementalstate oftheirfollowers. Transformationalleadersarepeopleoriented

MetaLeadership
Workingacrossorganizations Five i Dimensions i i of fMetaLeadership d hi
LeadUp

Lead

Person as TheTh Leader LeadtheSilo L

Connectivity

Women's Women sLeadershipStyle

Effectivenessmostoftendependsuponthefit betweenthesettingandthemanagement gender. gender W Womens typically i ll morementoring, i coaching hi styleismorefavorablyreceivedinfemale d i dominated dprofessions. f i Mensmoretypicallycommandandcontrol styleiswellreceivedinmaledominated

Whatthe"studies" studies show:

Maleandfemaleleadersareequallyeffective Womenwereperceived i dtob bemoresuccessi in femaleorientedsettingsandmalesinmale oriented i dsettings i Womenhavebeenfoundtobemore democratic, ,encouraging g gp participation, p ,and menmoreautocratic,directingperformance. (EaglyandJohnson,1990)

Studies In2003:
Womenhavebeenshowntobeslightlymore likelythanmentohavethetransformational leadershipstyle,inwhichthemanageracts morelikeagoodteacherorcoachand encouragescreativesolutionstoproblems.
Especiallysuitedtothecontemporaryworkplace

Womenalsoappeartorewardgood performancemorethanmen Menaremorelikelytocriticizesubordinates andbelesshandson

WordsofCaution
Psychologistssuggestthattheremaynot bean innatemanagementstyle Womenmaysoftentheirapproachtoavoid the h b bossy womansyndrome d Researchonlyshowsaveragetendenciesany onemanorwomanmay yhavemorefeminine ormasculinestyles

ResearchintheWorkplace
BureauofLaborStatistics
Nearlyoneoffourchiefexecutivesisnowa woman reflectsthe#ofwomenwhoowntheir ownbusinesses.InFortune500 womenhold onlyabout1outof20topmanagementpositions. Researchersareinterestedintheq questionof whetheramanagementstylemoreassociated withwomen lessauthoritarian,morenurturing approach willclickastheworkplacegenerally shiftstomoreteamorientedstructuresthat thrive under a less directive approach

LeadershipPracticesInventory
JamesKouzesandBarryPosnerdevelopeda survey(TheLeadershipPracticesInventory) thataskedpeoplewhich,ofalistofcommon characteristicsofleaders leaders,were were,intheir experiencesofbeingledbyothers,theseven topthingstheylookfor for,admireandwould willinglyfollow. 75,000peopleover20years

Kouzes/Posner'sLeadershipInventory
(Inorderofpriority) Honest Forwardlooking Competent Inspiring I t lli t Intelligent Fairminded Broadminded Supportive Straightforward Dependable

Kouzes/Posner's Kouzes/Posner sInventory(con (con't) t)

Cooperative Determined Imaginative Ambitious C Courageous Caring Mature Loyal Selfcontrolled Independent

KeystoSuccessfulLeadership
ModeltheWay Inspire i aShared Sh dVision ii ChallengetheProcess EnableotherstoAct EncouragetheHeart

Agoodleader

Isapersonwith i h i integrity i who h i iscommitted i dto theorganizationandthepeoplewhowork together h toaccomplish li hthe h organizations i i mission;thispersonleadsbyexample, communicates i without i h ceasing, i and dshows h care,concern,andconsistencyinalldealings.

Resources:
http://changingminds.org/disciplines/leadership/theories/leadership_theories.htm

http://psychology.about.com/library/quiz/blleadershipquiz.htm

TheLeadershipChallenge,4thEdition J James M M.K Kouzes,B BarryZ Z.P Posner August2007,JosseyBass