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Leadership Perspectives/ Theories & Models
LeadershipTheory
Key Contributors( year)
Brief Description Limitations Pictures
During the 18th & 19th century, the Great Man Theory of Leadership became very popular. The theory was formulated mainly byanalyzing the behaviours of powerful figures of the time.
Great Man Theory-
Hereditary Genius -
Carlyle, 1841
Galton, 1869
• Belief that leaders possessed certain capacities, talents, traits that made them leaders.
• The traits of leadershipare intrinsic and are passed down from generation to generation.
• Leaders are born not developed.
• Lack of scientific basis
• Does not consider behaviour, situation, values and relationship with others.
Trait Theory Bingham 1927
Stogdill 1948-1974
Mann 1959
• Trait-based leadership theories comprise two major schools – the ‘great man’ theories of leadership, that great leaders are neither born nor made, but have certain trait (whether inherited or developed) that preconditions them to be effective leadership
• It is controversial whether or not these traits are innate.
• The effectiveness of certain leadership traits in different situations.
• Lack of measurement of traits. Stogdill (1974)
http://www.voteforus.com/leadershiptheories.h
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Leadership Perspectives/ Theories & Models
• The second part of the trait theory of leadership focused on analyzing mental, physical and social characteristic to gain more understanding of what is the characteristic or the combination of characteristics that effect leaders have.
During the mid 19th century the shift from leaders having innate traits to anyone can be a leader byteaching them the most appropriate behavioural response for any given situation.
Behaviour Theory Ohio State University 1940s
Arguris 1957,
Barnard 1938,
Follett 1926, 1998,Gouldner 1954,
• Ohio State University developed a list of 150 statements.
• The list measure nine different behavioural leadership dimensions.
• LBDQ or the Leaders Behavior Description Questionnaire.
• Looks at human behaviour,
• Focus on typical behavioural patterns by
• Leaders can cause theirfollowers to behave in acertain way weather effective or non-effective
• Lack of consistent behaviour in certain situation
Ratzburg
(2005)http://www.geocities.ws/frtzw906/
Leadership Perspectives/ Theories & Models
Transactional Theory
Max Weber, (1947 ) and
Bernard Bass, (1981)
• Leadership is responsive
• Works within the organizational culture
• Followers achieve objectives through rewards and punishments set by leader
• Motivates followers by appealing to their own self-interest.
• Leadership-by-exception: maintain thestatus quo; stress correct actions to improve performance.
• A well-defined hierarchy, where everyone knows who the leader is and who are the followers (Maslow's Hierarchies of Needs, 1943)
• Followers are motivatedby reward and punishment in order to archive the goal
• Followers have to obeythe orders of the superior (leader).
• -Followers are not self-motivated. They have tobe closely monitored and controlled to get the work done from them.
Charismatic Theory
Weber (1947)
House (1977)
• A leader's exceptional personal qualities or the demonstration of extraordinary insight
• Charm and grace are all that is needed to create followers.
Leadership Perspectives/ Theories & Models
organization, and society as opposed to their own self-interests.Burns (1978)
Authentic Leadership
George ( 2003) • Finding one's “true north”
• lead from the heart andhead
• leadership style comesfrom their fundamental character and values.
• Two style: takers and givers
• Takers have charismatic personalities and making decisions to
benefit themselves.
• Givers, create value and empower others tobecome leaders.
• Leadership can be taught through self-awareness programs
• New theory
• Limited studies conducted on this theory
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Emotional Intelligence
Goleman (2000) • The ability to understand and manage your own emotions and others
• Five main elements of emotional intelligence:
• 1.Self-awareness.
• Can make impulsive
decisions
• unethical decisions for the it feels right and the right thing for others
• Unbalance emotions
• Too sympathetic
Leadership Perspectives/ Theories & Models
2. Self-regulation.
3.Motivation.
4.Empathy.
4.Social skills.
• On going
• Can improve EI
Image retrieved from:
http://www.danielgoleman.info/topics/le
adership/
Reference
Aisner, J. (2007, May. 02). The Authentic Leader. Harvard Business School. Retrieved from http://hbswk.hbs.edu/item/5664.html
Avolio, B.J., & Gardner, W. L. (2005).Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership
Quarterly 16, 315–338.
House, J. R., & Aditya, N. R. (1997). The Social Scientific Study of Leadership: Quo Vadis? Journal of Management 23: 409, DOI:
10.1177/014920639702300306. Retrieved from http://jom.sagepub.com/content/23/3/409
Johns H. E., & Moser, H. R. (2001).From trait to to transformation: The evolution of leadership theories. Education, 110 (1), 115 – 122.
Gosling, R. B., Marturano, J., & Dennison, P. (2003). A Review of Leadership Theory and Competency Frameworks . Centre for Leadership
Studies. Retrieved from http://www.leadership-studies.com
Van Seters, D. A., & Field, R. H.G. (1990).The evolution of leadership theory. Journal of Organizational Change Management,3(3), 29 - 45.