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Leadership Style and Theories

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LEADERSHIP AND MANAGEMENT LEADERSHIP THEORIES AND STYLES By: S. Babar Ali
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Page 1: Leadership Style and Theories

LEADERSHIP AND MANAGEMENT LEADERSHIP THEORIES AND STYLES

By:

S. Babar Ali

Page 2: Leadership Style and Theories

OBJECTIVESBy the end of the session students’ will be able to: Define Leadership Understand different Leadership Theories Discuss the style of Leadership Describe the different types of power used by

leaders

Page 3: Leadership Style and Theories

OBJECTIVES CONT…,

Differentiate between the roles of a manager and a leader Discuss ways to become more effective

leader Identify attributes of effective Leaders

Page 4: Leadership Style and Theories

WHY STUDY LEADERSHIP & MANAGEMENT?

Who are our leaders?

Page 5: Leadership Style and Theories

DEFINITIONS Leadership- the process of influencing others

Leaders inspire through personal trustworthiness & self-confidence

Leaders communicate a vision that turns self-interest into commitment to the job

Page 6: Leadership Style and Theories

WHAT ARE THE 3 PRIMARY TASKS OF A LEADER?

Set direction: mission, goals, vision

Build commitment: motivate & inspire

Confront challenges: innovation, deal with change, turbulence, take risks

Page 7: Leadership Style and Theories

LEADERSHIP

Process or art of influencing people toward getting things done.

Page 8: Leadership Style and Theories

FORMAL LEADERSHIP

Legitimate authority given by an organization e.g. Nurse manager, supervisor etc.

Page 9: Leadership Style and Theories

INFORMAL LEADERSHIP

Those people who do not have any specific managerial role, but have a convincing capacity to influence people. It also depends on knowledge, skills and status.

Page 10: Leadership Style and Theories

DIFFERENCE BETWEEN LEADERS AND MANAGERS

Leader Uses interpersonal

skills. Important in creating

connections amongst the organizations.

Skilled in empowerment of others.

Generate excitement, and clearly defines purpose and mission.

Have the ability to hold the trust

Manager Employed by an

organization. Coordinate and

integrate resources. Has authority and

accountability, given by the organization.

Assign and coordinate tasks

Evaluate the out come

Page 11: Leadership Style and Theories

CHARACTERSTICS OF LEADERPurposeful No act of leadership is without a purpose, a

leader works to achieve goal by making them clear, specific and attainable.

Interpersonal Always involves social exchange, a

relationship between two parties

Influential Motivates others to change behavior.

Page 12: Leadership Style and Theories

FUNTIONS OF LEADERSHIP Creative New and better ways to solve problem. Initiative Begins the process towards the

goal accomplishment Risk taking uncertainty, cannot guarantee outcomes (calculated risks) Integrative Strengthening collective ties and uniting the followers through a strong sense of purpose. Instrumental facilitative function (right direction)

Page 13: Leadership Style and Theories

LEADERSHIP

Today’s climate demands individuals who are flexible, creative, and able to empower others to be flexible and creative.

Page 14: Leadership Style and Theories

LEADERSHIP

With the nursing shortage, managed care, higher patient acuity, fewer resources, highly diverse demographics, and outside influences, nurses need to be more effective leaders than ever as they manage patients in various settings.

Page 15: Leadership Style and Theories

LEADERSHIP THEORIES

GREAT MAN THEORY TRAIT THEORIES SITUATIONAL OR CONTINGENCY

THEORIES TRANSFORMATIONAL THEORY NEW SCIENCE LEADERSHIP

Page 16: Leadership Style and Theories

GREAT MAN THEORY

Just by reading the name of this theory, Great Man, one can imagine that it is not widely accepted today.

This theory assumed that all leaders were men and all were great (i.e., of the noble class).

Page 17: Leadership Style and Theories

GREAT MAN THEORY CONT…

Thus, those who assumed leadership roles were determined by their genetic and social inheritance.

It was not conceivable that those from the “working class” could be leaders, that leadership could be learned, or that women could be leaders.

Page 18: Leadership Style and Theories

TRAIT THEORIES

During the early part of the 20th century, several researchers studied the behaviors and traits of individuals thought to be effective leaders.

Studies revealed that these leaders possessed multiple characteristics.

Page 19: Leadership Style and Theories

TRAIT THEORIES CONT..

Although there were commonalities among them (e.g., they tended to be taller, be more articulate, or exude self-confidence), there was no standard list that fit everyone or that could be used to predict or identify who was or could be an effective leader.

Page 20: Leadership Style and Theories

Leadership behavior - facilitating goal attainment and recruitment of followers regardless of the context (5 usual traits)(5 usual traits)

o Intelligence

o self-confidence

o determination

o integrity

o sociability

Page 21: Leadership Style and Theories

SITUATIONAL ORCONTINGENCY THEORIES

These theories embodied the idea that the right thing to do depended on the situation the leader was facing.

The most well-known and used situational theory involves assessing the nature of the task and the follower’s motivation or readiness to learn and using that to determine the particular style the leader should use.

Despite widespread discussion and use of this theory, however, little research exists to support its validity.

Page 22: Leadership Style and Theories

4 CATEGORIES (11 BEHAVIORS) Building RelationshipsBuilding Relationships

1. Networking1. Networking 2. Supporting2. Supporting 3. Managing conflict3. Managing conflict

Influencing PeopleInfluencing People 4. Motivating4. Motivating 5. Recognizing and rewarding5. Recognizing and rewarding

Making DecisionsMaking Decisions 6. Planning and organizing6. Planning and organizing 7. Problem solving7. Problem solving 8. Consulting and delegating8. Consulting and delegating

Giving / Seeking Giving / Seeking InformationInformation 9. Monitoring operations and 9. Monitoring operations and environment environment 10. Informing10. Informing 11. Clarifying roles11. Clarifying roles

Page 23: Leadership Style and Theories

TRANSFORMATIONAL THEORY

A new way of thinking about leadership emerged in the mid-1970s when James McGregor Burns asserted that the true nature of leadership is not the ability to motivate people to work hard for their pay but the ability to transform followers to become more self-directed in all they do.

Page 24: Leadership Style and Theories

TRANSFORMATIONAL THEORY CONT…

Transformational leaders, therefore, “look for potential motives in followers, seek to satisfy higher needs, and engage the full person of the follower.

The result is a relationship of mutual stimulation and elevation that converts followers into leaders and may convert leaders into moral agents” (Burns, 1978, p. 4).

Page 25: Leadership Style and Theories

NEW SCIENCE LEADERSHIP

Wheatley (1999) took this paradigm a step further when she described leadership as a method of thinking in a different way, a way that is not standard, orderly, or goal-oriented, Instead, she suggests we think about leadership in a way that reflects naturally occurring events: free-flowing, dynamic, and accepting of an anything-can-happen philosophy.

Page 26: Leadership Style and Theories

NEW SCIENCE LEADERSHIP CONT…

She recommended we think of leadership through a new perspective.

Leadership comprises naturally occurring events in which leaders have knowledge and serve as leaders when needed.

Thus, there is no need for others to direct and control what we do.

Page 27: Leadership Style and Theories

STYLES OF LEADERSHIP

a) I want both of you to ....a) I want both of you to ....

b) Let’s work together to solve b) Let’s work together to solve this...this...

c) You two take care of the c) You two take care of the problem ....problem ....

autocratic leadershipautocratic leadership

participative leadershipparticipative leadership

delegative leadershipdelegative leadership

Page 28: Leadership Style and Theories

EFFECTIVE STYLES OF LEADERSHIP

DeveloperDeveloper““I’ll be your I’ll be your

mentor”mentor”

ExecutiveExecutive““This is good This is good

for the for the company and company and

you”you”

BureaucratBureaucrat““Let’s get this Let’s get this done and over done and over

with”with”

BenevolentBenevolentAutocratAutocrat

““We are doing We are doing a good job”a good job”

production orientationproduction orientation

eemmppllooyyeeee

oorriieennttaattiioonn

Page 29: Leadership Style and Theories

INEFFECTIVE STYLES OF LEADERSHIP

MissionaryMissionary““I’m here to I’m here to

care for you.”care for you.”

CompromiseCompromiserr

““Let’s meet Let’s meet half-way”half-way”

DeserterDeserter““I will let I will let them be”them be”

AutocratAutocrat““Do as I say”Do as I say”

eemmppllooyyeeee

oorriieennttaattiioonn

production orientationproduction orientation

Page 30: Leadership Style and Theories

BLAKE AND MOUTON MANAGERIAL GRID

Page 31: Leadership Style and Theories

WHAT MOTIVATES LEADERS?

need for:

achievement

affiliation

power

good leadershipgood leadership= power > achievement > affiliation= power > achievement > affiliation

Page 32: Leadership Style and Theories

CONCLUSION

"We must be silent before we can listen. We must listen before we can learn. We must learn before we can prepare. We must prepare before we can serve. We must serve before we can lead." ~ by William Arthur Ward as quoted in Leadership . . . with a human touch. June 1,1999. p.11. (http://www.twu.ca/academics/graduate/leadership/servant-leadership/quotes.aspx)


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