Physiological and personality traits
- Age
· Height
· Intelligence
· Academic achievements
· Capacity
· Achievements
· Responsibility
· Participation and involvement
· Socio-economic status
What it considers:
· Theory consider personal qualities and characteristics that differentiate leaders from non leaders
· Indicate personality, social, physical and intellectual traits
· Assumes that leaders are born
Women's style of leadership
• is different from most men's
• Use data from actual performances evaluation
• Fostering communication and listening
• High social emotions
Behavioral theories: Role theory and Managerial theory
Behavioral Theories (Ohio State studies)
Two dimensions of leader behavior
Leader behavior indicative of mutual trust, friendship, support, respect, and warmth.
-Example: “The leader is friendly and approachable”
Leader behavior by which the person organizes the work to be done and defines relationships or roles, the channels of communication, and ways of getting jobs done.
-Example: “The leader lets group member know what is expected of them”
Behavioral theories of leadership are based upon the belief that great leaders are made, not born. Consider it the flip- side of the Great Man theories. Rooted in behaviorism, this leadership theory focuses on the actions of leaders, not on mental qualities or internal states. According to this theory, people can learn to become leaders through teaching and observation.
Managerial Grid:
} Each axis of the grid- 9 points scale with 1 meaning low concern and 9 meaning nigh concern
} (9.9) team management- the most effective style for leaders, organization members work together
} (1.9) country club management- emphasis is given to people (not outputs)
} (9.1) authority-compiance management emphasis in efficiency of operations
} (5.5) middle-of the road management –concern for people and production
} (1.1) impoverished management – absent of management, no efforts for interpersonal relations or work accomplishment
Drs. Robert R. Blake and Jane S. Mouton
Different leadership styles led to two different dimensions of leadership:
Concern for Production: (X-axis of grid)
Concern for People: (Y-axis of grid)
Role Theory:
◦ People define roles for themselves and others based on social learning and reading.
◦ People form expectations about the roles that they and others will play.
◦ People subtly encourage others to act within the role expectations they have for them.
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◦ People will act within the roles they adopt.
Assumptions:
Ø Roles are defined
Ø Expectations formed for roles
Ø Encouragement to perform roles
Ø Action taken is as expected
Participative theories: Lewin leadership style, Likert leadership style
Participative theories:
• Involvement in decision
• People -less competitive and more collaborative
• Several people deciding - the better one
Lewin`s leadership style:
Three styles of leadership:
– Autocratic: centralized authority, low participation
– Democratic: involvement, feedback
– Laissez-Faire: hands-off management
Likert`s Management System:
| Trust | Motivation | Interaction | |
| System 1 | No trust | Fear, threats, and punishment | Little interaction, always distrust |
| System 2 | Master/ servant | Reward and punishment | Little interaction,, always caution |
| System 3 | Substantial but incomplete trust | Rewards, punishments, some involvement | Moderate interaction, some trust |
| System 4 | Complete trust | Goals based on participation and improvements | Extensive interaction, friendly, high trust |
Leadership theories:
Michigan University (1950s)
Three critical characteristics of effective leaders:
- Task-oriented behavior
- Relationship-oriented behavior
- Participative leadership
Situational Leadership
— Situational factors
— Leader must be flexible to diagnosis leadership style appropriate for situation
— No one best leadership style for all situations
Assumptions:
• No one best way of leading
• Ability to lead contingent upon various situational factors:
• Leader’s preferred style
• Capabilities and behaviors of followers
• Various other situational factors
Effect:
• Leaders who are successful in one situation may become unsuccessful if the factors around them change
Situational Leadership Theory:
Telling (high task/ low relationship behavior)
· Giving considerable attention to defining roles and goals
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· Recommended for new staff, repetitive work, work needed in a short time span
· Used when people are unable and unwilling
Selling (high task/ high relationship behavior)
· Most direction given by leader encouraging people to `buy into` task
· Used when people are willing but unable
Participating (high relationship/ low task behavior)
· Decision making shared between leaders and followers, role of leader to facilitate and communicate
· Used when people are able but unwilling
Delegating (low relationship/ low task behavior)
· Leader identifies problem but followers are responsible for carrying out response
· Used if people are able and willing
Fiedler's Contingency Theory:
Main goal: when one leadership style is more effective than another
Starting point: to which extent the leader's style is task oriented or relationship oriented
Considerations:
• leadership style is fixed
• no changes
Theory: to match the leader's style with the organizational situation
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