Learning Objectives and Topics
Course Learning Outcomes (Wk 3) Key Topics (Wk 3)
K1. Define the purpose and scope of leadership
theories using evidence-based research
K2. Evaluate management principles and
practices with respect to leadership theories
K4. Appraise leadership approaches
contextualised by the different organisational
situations and settings
S2. Evaluate the effectiveness of leadership
styles in various workplace contexts and
scenarios
S3. Critically analyse and report on theoretical
developments in leadership understanding with
regard to current research and practical
applications
S4. Communicate leadership learning through a
variety of formal and informal channels
S5. Reflect on one’s own leadership skills in the
workplace or comparable settings
• Leadership models and approaches
• Key determinants of leadership
• Contingency approaches to
leadership
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Leadership models and approaches
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Leadership models and approaches
ACTIVITY (20 mins)
• In groups, choose a leadership model from the list
to focus on.
• Use the information you gained through your
reading of Chapters 2 and 3 this week to construct
a poster for student leaders that outlines:
• What they should know about your
theory/model
• 3 ways they can develop this leadership
approach
• 3 things to be cautious of.
• Be ready to share your poster with the class
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Make sure each group has a
different one from the list:
• Trait Approach
• Strengths Approach
• Behaviour Approach
• Individual Leadership Approach
• Entrepreneurial Traits and
Behaviours
• The Contingency Approach
• Hersey & Blanchard’s
Situational Theory
• Fiedler’s Contingency model
• Path-Goal Theory
• The Vroom-Jago Contingency
Model
• Substitutes for Leadership
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Key determinants of leadership
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Nature
Is leadership an inborn gift, such as perfect pitch for a
musician, or ball skills for a footballer?
Are leaders stronger, faster, more intelligent, more
courageous etc
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The ‘Right Stuff’ (Kirkpatrick & Locke)
Achievement
Ambition
Energy
Tenacity
Initiative
Motivation
Honesty and integrity
Self-confidence
Cognitive ability
Knowledge of the business
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Traits?
Are you likely to be a good leader because you are male,
blonde, tall?
The GREAT MAN theory of leadership – (some) men are
born to be leaders – Napoleon, Alexander the Great etc
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Nurture
• Non-hierarchical – being at the top doesn’t necessarily mean you’re
a leader. And being at the bottom doesn’t mean you’re not.
Successful organisations have leaders at all levels and seek to
continue to create them.
• Relational – Leadership is about the relationships that a leader has
with his/her followers. Like all social creations, this web of
relationships is fragile and needs constant tending.
• Situational – What is required of a leader will always be influenced
by the situation. Hard-nosed cost cutting managers can have a
hard time changing when building is what is needed. More
adaptable managers can change and take their teams with them.
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Over time….
1900s
The great Victorian era historian Thomas
Carlyle commented that “the history of the
world was the biography of great men”.
1930s
“The approach to the study of leadership has
usually been and perhaps must always be
through the study of traits”.
1950s
“The findings suggest that leadership is not a
matter of passive status or of the mere
possession of some combination of traits”.
1990s
“trait explanations of leader emergence are
generally regarded with little esteem”.
New
millennia
“There are few, if any, universal traits
associated with effective leadership.
Consequently….near consensus that the
search for universal traits was futile”.
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Classic view of management (Fayol)
- Planning
- Organizing
- Directing
- Controlling
Where does leadership fit?
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Different views
“A manager plods along taking care of detail work; a leader
is visionary and captures the big picture.”
“A person can be a superb leader because others will follow
but a lousy manager because he or she is poor at planning,
organizing and controlling.”
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Styles of leadership (1) - Supportive leadership – this approach is ideal where the work is stressful,
boring or hazardous:
- considers the needs of followers, showing concern for their welfare and
creating a friendly working environment; - attempts to increase the follower’s self-esteem and make the work more
interesting.
- Directive leadership – this approach is ideal when the task is unstructured
and complex and the follower is inexperienced. This increases the follower’s
sense of security and control and hence is appropriate to the situation:
- telling followers what needs to be done and giving appropriate guidance –
along the way (ie schedules of specific work to be done at specific times).
use of rewards as needed; - decreasing role ambiguity (by telling them what they should be doing).
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Styles of leadership (2)
- Participative leadership – this approach is ideal when the
followers are expert, their advice is needed, and they expect to
be able to give it:
- Consulting with followers and taking their ideas into account
when making decisions and taking particular actions.
- Achievement-oriented leadership
- Setting challenging goals, both in work and in self-improvement
(and often together). High standards are demonstrated and
expected. The leader shows faith in the capabilities of the
follower to succeed. This approach is best when the task is
complex.
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Importance of Emotional Intelligence (Goleman, 1998)
Emotional Intelligence embraces the effective awareness,
control and management of one’s own emotions and those
of other people.
It is a new way to understand and assess people’s
behaviours, management styles, attitudes and interpersonal
skills.
*see the handout on the Emotional Competence Framework
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Leader-member Exchange theory (LMX)
- Leaders form unique exchange relationships with each of
their followers - Some are low quality, based on fulfilling contractual
relationship - Some are high quality that transcend contractual
obligations and include mentoring, sponsorship in social
networks and empowerment leading to higher levels of
performance.
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Aspects of leadership - Leader traits or characteristics eg ambition, intelligence
etc (discussed more fully in the next session) - Leader behaviour – people-centred or productioncentred
- Power-influence
- Situational factors
We will now look at 2,3, and 4 in turn
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Leader-behaviour (see Bass, 1999)
Transformational Transactional
Relationship-oriented Task-oriented
Employee-centred Production-centred
Inspirational and challenging Focus on standard performance levels
Transcend personal interests for the
group
Routine accomplishment
Based on trust Based on a contract
Participative Command and control
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Collective leadership or specialisation? - Leadership as a collective process shared amongst
group members
OR - Leadership as role specialisation, adopted by one person
who has influence and power and without whom there will
be no success
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Power-Influence (1) - REWARD POWER control over the disbursement of valued
resources such as the assignment of overtime work, bonus pay, or
vacation time. - A leader’s ability to dock an employee’s pay is an example of
COERCIVE POWER. - LEGITIMATE POWER is derived from the formal assignment of
power by an organization, as in the assignment of formal titles and
positions such as production manager or director of human resources.
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Power-Influence (2) - Leaders and other individuals who are admired and
respected have REFERENT POWER (sometimes referred
to as Charisma). - Finally, EXPERT POWER is derived from having expert
knowledge or skills. Consider how well you listen to an
auto mechanic when your car is in need of repair!
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Situational factors (Contingency leadership)
One view is that an optimal style of supervision will depend
upon the subordinates level of maturity (level of
commitment and competence). The more mature, the more
autonomy.
BUT also need to consider other situational factors such as
the structure, culture, type of business, size and so on!
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Contingency approaches to leadership
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Leading, Managing, Generational shifts
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Hamza Khan – Tedx
From Hamza’s talk:
• What things do you agree with? Why/Why not?
• What things don’t you agree with? Why/Why not?
From your perspective – how useful are leadership theories to
understand our roles, responsibilities and achieving aspirations in our
work, family and community?
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References
• Bass, B.M. (1999). Two decades of research and
development in transformational leadership. European
Journal of Work and Organizational Psychology, 8(1), 9-
32.
• Goleman, D. (1998). What makes a leader? Harvard
Business Review, 76(6), November-December, 92-102.
• Kirkpatrick, S.A. and Locke, E.A. (1991). Leadership: do
traits matter? Academy of Management Executive,
5(2), 48-60.
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