Lesson 3 Theories
Lesson 3 Theories
Lesson 3 Theories
and Model
Early Leadership Theories
Trait Theories
Behavioral Theories
Situational or Contingency Theories
Trait Theories
Traits skills
Adaptable to situations clever (intelligent)
Alert to social environment Conceptually skilled
Ambitious and achievement-oriented Creative
Assertive Diplomatic and tactful
Cooperative Fluent in speaking
Decisive Knowledgeable about group task
Dependable Organized (administrative ability)
Dominant (desire to influence Persuasive
others) Socially skilled
Energetic (high activity level)
Persistent
Self-confident
Tolerant of stress
Willing to assume responsibility
Individual Character Theory
Concerned with what leaders do and act than who the leader is
The actions of the leaders and not their mental qualities or traits make them
leaders
Based upon the belief than leaders are made, not born
People can be taught to become leaders through experience and observation
Behavioral Theorists:
Kurt Lewin
Rensis Likert
Blake Mouton
Chris Argyris
Alvin Toffler
Kurt Lewin (1890-1947)
Proposed that the workers behavior is influenced by interactions among the personality, the
structure of the primary work group, and the socio-technical climate of the workplace
He was the one who categorized the leadership styles
He also developed the Field Theory of Human Behavior he believed that people act the
way they do depending on self-perceptions and their environments. To understand a leaders
behavior or that of a follower, one must look at the totality of the individuals experience
He also proposed that change undergoes three stages:
Unfreezing overcoming inertia and dismantling the mind set. Defense mechanisms have to be
bypassed and replace the previous culture learned with the new one
Change occurs period of confusion and transition. Old ways are being challenged but there is
no clear picture to replace them with yet may be ready to accept new role
Re-freezing the new mindset is crystallizing and ones comfort level is returning to previous
levels. Have internalized new roles and can adapt to new environment and cultre
The Change Process
Stage Characteristics Organizational Impact
Unfreezing People in the organization made The diagnosis stage is often
aware of problems/performance driven by a change agent
gap and need for change
Changing People experiment with new This intervention stage features
workplace behavior to deal with specific training plans for
needed change managers and employees
Re-freezing People employ new skills and Changes are institutionalized in
attitudes and are rewarded by the corporate culture
organization
Chris Argyris (1923- )
Is based on the idea that individuals interpret data to make meaning and
make sense of it
With available data, one then selects to process, interpret, and finally draw
up conclusions. The conclusions that are drawn are not objective, but
subjective. At each step, there is bias in the process depending on ones
experience
Ladder of Inference
Ladder of Inference
Exploitative Authoritative
Least effective performance
Managers show little confidence in staff associates and ignore their ideas
Staff associates do not feel free to discus their jobs with the manager
Responsibility for organizations goal is set at the top; goals are
established through orders
Four Systems Approach by Likert
Benevolent-Authoritative
The manager is condescending to staff associates
Staff associate ideas are sometimes sought but they do not feel free to
discuss their jobs with the manager
Top management and middle management are responsible for setting
goals
Decisions are made at the top with some delegation
Staff associates are occasionally consulted for problem solving
Four Systems Approach by Likert
Consultative
The manager has substantial confidence in staff associates
Their ideas are usually sought and they feel free to discuss their work
with the manager
Responsibility for setting goals is fairly general
Managers are quite familiar with the problem faced by their staff
associates
Four Systems Approach by Likert
Participative
Associated with the most effective performance
Managers have complete confidence in their staff associates
Ideas are always sought
Managers are very well informed about the problems faced by their staff
associate and decision making is well integrated throughout the
organization with full involvement of staff associates
Robert R. Blake (1918 2004) and
Jane Mouton ( - 1987)
Developed the Managerial Grid Model which attempts to conceptualize
management in terms of relations and leadership style
It consist of two behavioral dimensions:
1. Concern for task or production the leader cares little about people and
operates in fear of something going wrong. This leaders focus is on achieving
results and productivity
2. Concern for people this leader cares little about productivity and operates
wholly from a desire to be loved and approved of
Three things to remember about the
theorists
1. Leaders lay somewhere along the continuum of concern for productivity to
concern for people
2. There is no one way of leadership
3. Different styles are needed for different situations
The Managerial Grid
High
1,9 9, 9
Impoverished Authoritarian
1,1 9, 1
Low 1 2 3 4 5 6 7 8 9 High
Concern for Task
The Managerial Grid
Leaders should adapt their style to follower development style (or maturity),
based on how ready and willing the follower is to perform required tasks
there readiness depends on their competence and motivation
Four leadership styles that match the development levels of the followers:
S1: Directing/Telling Leaders
S2: Coaching/Selling Leaders
S3: Supporting/Participating Leaders
S4: Delegating Leaders
S1: Directing/Telling Leaders
The leader defines the roles and tasks of the follower and supervises them
closely
Decisions are made by the leader and announced, so communication is largely
one-way
S2: Coaching/Selling Leaders
The leader still defines roles and tasks, but seeks ideas and suggestions from
the follower. Decisions remain the leaders prerogative, but communication is
much more two-way
S3: Supporting/Participating Leaders
The leader passes day-to-day decisions, such as task allocation and processes,
to the follower. The leader facilitates and takes part in decisions, but control
is with the follower
S4: Delegating Leaders
Leaders are still involved in decisions and problem-solving, but control is with
the follower. The follower decides when and how the leader will be involved.
Fred Fiedler
Specific advice is given to the group and ground rules and structure are
established
For example: clarified expectations, specifying or assigning certain work tasks
to be followed
Supportive Leadership
Good relations are promoted with the group and sensitivity to subordinates
needs is shown
Participative Leadership
To influence behavior, the leader actively monitors the work performed and
uses corrective methods to ensure the work is completed to meet accepted
standards
Laissez-Faire Leadership
The leader is indifferent and has a hands off approach toward the workers
and their performance. This leader ignores the needs of others, does not
respond to problems or does not monitor performance
Transformational Leadership
Self-Confidence Empathy
Emotional Self-Awareness Organizational Awareness
Accurate Self Assessment Service orientation
Self Control
Trustworthiness Influence
Conscientiousness Inspirational Leadership
Adaptability Developing Others
Achievement Influence
Drive to succeed Building bonds
Initiative Teamwork and Collaboration
Self-Awareness
Howard Gardner who developed this theory suggested that the traditional notion
of intelligence is far too limited.
He proposed 8 different intelligences to account for a broader range of human
potential:
1. Linguistic intelligence (word smart)
2. Logical-mathematical intelligence (number/reasoning smart)
3. Spatial intelligence (picture smart)
4. Bodily-kinesthetic intelligence (body smart)
5. Musical Intelligence (music smart)
6. Interpersonal Intelligence (people smart)
7. Intrapersonal Intelligence (self-smart)
8. Naturalist Intelligence (nature smart)
Verbal-Linguistic