Leadership

Theories
Reece Thomas, 2019
 ‘Trust men and they will be true to you;
Treat them greatly and they will show themselves to be great’.

Quote: Ralph Waldo Emerson

Reece Thomas, 2019

 ‘AUTHORITARIAN’

 A style of leadership in which the leader uses strong,

directive, controlling actions to enforce the rules,
regulations, activities and relationships in the work
environment

Reece Thomas, 2019

 ‘AUTHORITARIAN’

 Sets goals individually

 Engages primarily in one-way, downward communication
 Controls discussions of followers
 Sets policy and procedures unilaterally
 Dominates interaction
 Personally directs the completion of tasks
 Provides infrequent positive feedback
 Rewards obedience and punishes mistakes
 Exhibits poor listening skills
 Uses conflict for personal gain

Reece Thomas, 2019

 ‘DEMOCRATIC’

 A style of leadership in which the leaders takes

collaborative, responsive, interactive actions with followers
concerning the work and the work environment.

Reece Thomas, 2019

 ‘DEMOCRATIC’

 Involves followers in setting goals

 Engages in two-way, open communication
 Facilitates discussion with followers
 Solicits input regarding determination of policy and
procedures
 Focuses interaction
 Provides suggestions and alternatives for the completion
of tasks
 Provides frequent positive feedback
 Rewards good work and uses punishment only as a last
resort
 Exhibits effective listening skills
 Mediates conflict for group gain

Reece Thomas, 2019

 MODEL ONE:
‘LAISSEZ-FAIRE’

 A style of leadership in which the leader fails to accept the

responsibilities of the position.

 In summary a basic translation: ‘leave them alone’

Reece Thomas, 2019

 MODEL ONE:
‘LAISSEZ-FAIRE’
 Allows followers free rein to set their own goals
 Engages in noncommittal, superficial communication
 Avoids discussion with followers to set policy and
procedures
 Avoids interaction
 Provides suggestions and alternatives for the completion
of tasks only when asked to do so by followers
 Provides infrequent feedback of any kind
 Avoids offering rewards or punishments
 May exhibit either poor or effective listening skills
 Avoids conflict

Reece Thomas, 2019

‘Situational Leadership Theory’

Reece Thomas, 2019

 SITUATIONAL LEADERSHIP
 Hersey & Blanchard (1969)

 Two Dimensions

i. Leadership Style
ii. Development Level

 The model is Leader focused, Leader Driven

 Different situations require different leadership

methodologies and thinking

 Leaders must be flexible in their leadership behaviour

Reece Thomas, 2019

 Reference:
http://www.educational-business-articles.com/image-files/situational-leadership.jpg
Reece Thomas, 2019
 S1 DIRECTIVE
 Focuses communication on goal
achievement

S1  Spends less time using

supportive behaviors
Directing
 Goal achievement instructions
High Directive
Low Supportive i. what and how
ii. close supervision

Reece Thomas, 2019

 S2 COACHING
 focuses communication on:

S2 i. achieving goals
ii. supporting subordinates’
Coaching socioemotional needs

High Directive  involvement through

High Supportive encouragement and soliciting
subordinate input

 still makes final decision

Reece Thomas, 2019

 S3 SUPPORTING
 Does not focus solely on goals

S3  uses supportive behaviors to bring

out follower’s skills

Supporting i. listening
ii. praising
High Supportive iii. asking for input
Low Directive iv. providing feedback

 Delegates day-to-day decision

making control

Reece Thomas, 2019

 S4 DELEGATING
 Offers less task input and social
support
S4
 ‘Lessens’ involvement in:
Delegating i. planning
ii. control of details
Low Supportive iii.goal clarification
Low Directive
 Delegates subordinates control

 Refrains from intervention and

unneeded social support

Reece Thomas, 2019

 Transformational Leadership

• Transformational leadership is a theory

ofleadership where a leader works with teams to
identify needed change, creating a vision to
guide the change through inspiration, and
executing the change in tandem with committed
members of a group; it is an integral part of the
Full Range Leadership Model.

Reece Thomas, 2016

 Transformational Leadership

• Characteristics:
o Is a model of integrity and fairness.
o Sets clear goals.
o Has high expectations.
o Encourages others.
o Provides support and recognition.
o Stirs the emotions of people.
o Gets people to look beyond their self-interest.
o Inspires people to reach for the improbable.

Reece Thomas, 2016

 Transactional Leadership

• Transactional leadership is a style

of leadership in whichleaders promote
compliance by followers through both rewards
and punishments. Through a rewards and
punishments system, transactional leaders are
able to keep followers motivated for the short-
term.

Reece Thomas, 2016