Leadership Minali Wadu Mesthri BSc in HR & Leadership (UK) MSc - - PowerPoint PPT Presentation

Leadership

Minali Wadu Mesthri BSc in HR & Leadership (UK) MSc in Business Psychology (UK)

01

Definitions

02

Differences between Manager vs Leader

03

Failure of Traditional Management

04

Leadership Theories

Leadership Theories

04

Introduction to Leadership Theories

A search on the internet = millions of books and articles on leadership These evidences are fictions than serious social scientific studies. In 1959, Warren Bennis, noted that “Ironically, probably more has been written and less known about leadership than about any other topic in the behavioural sciences” For most of human history, the learning of leadership was an exercise in studying the great leaders of the past and in trying to copy them. In the 20th Century we began to analyse leadership in a more scientific way. Yet, no universally accepted definition of leadership.

Leadership Theories

• Great Man or Trait School
• Behavioural or Styles School
• Situational School
• Contingency School
• Transactional & Transformational School

Leadership Theory / School

“No great man lives in vain. The history of the world is but the biography of great men.”

—Thomas Carlyle

Great Man Era

• Popular during the 19th century.
• The mythology based on world’s famous leaders

such as Julius Caesar, Mohandas Gandhi, Abraham Lincoln and Alexander the Great.

• Great leaders are born and not made.
• Historian Thomas Carlyle also had a major

influence and he mentioned that effective leaders are those gifted with divine inspiration and the right characteristics.

Great Man Era

• Earlier studies on leadership looked at people

who were already successful leaders.

• These individuals were aristocratic rules who

achieved their position through birthright.

• People of a lesser social status had fewer
• pportunities to practice and achieve

leadership roles. Thus it contributed to the ideas that leadership is an inherent ability.

Great Man Era Theory

• Herbert Spencer a noted theorist identified that

Great Man theory is unscientific and primitive.

• He believed leaders were products of their
• environment. ‘Before a great man can remake

his society, that society has to make him.’

• As the 20th Century progressed leadership

research focused on identifying leadership traits.

Criticisms of Great Man theory

Trait theory

Trait theory is derived from Great Man theory. This theory focuses that

• people are born with inherited traits
• some traits are particularly suited to leadership
• People who make good leaders have the right

(or sufficient) combination of traits Researchers analysed physical and psychological traits and qualities such as high energy, appearance, aggressiveness, persuasiveness and dominance that all successful leaders possessed.

What are the essential traits for good leadership? Identify 05 traits.

Activity 01 Can you find your answer from here?

Trait theory

Stogdill (1974) reviewed 163 studies conducted between 1949 and 1970 Stogdill criticised trait theory as insufficient in predicting leader effectiveness. Northouse has identified intelligence, self- confidence, determination, integrity and sociability as universal leadership traits in the 20th century.

Catherine the Great (also known as Catherine II and Yekaterina Velikaya) was the empress of Russia from 1762 to 1796. At age 14, she was married to Karl Ulrich who was to be heir to the throne of Russia as the “grand duke Peter.” Peter was neurotic, rebellious, an alcoholic. When it was time for Peter to take the throne, he was already widely hated by the public. Catherine, on the other hand, was widely liked. Her traits were what allowed her to gain much support. She was considered to be clear-headed, ambitious, and intelligent. Shortly after he inherited the throne, Peter was assassinated by Catherine’s supporters (it is not known whether or not Catherine ordered the assassination). In September of 1763, Catherine was crowned as empress of Russia. As empress, Catherine was completely dedicated to her country. Her intent was to make Russia a prosperous and powerful state through establishing order, spreading education, creating a court, and developing a national culture. Her projects were far too many, and she was not very successful in accomplishing her goals. However, the same traits that allowed her to gain support at the start of her career, allowed her to maintain support throughout her role.

Case Study 01

Q1: Does Catherine fit for a ‘great man’? Why or why not? W h a t s o c i a l f a c t o r s contributing to your response? Q2: In what way does Catherine exhibit the trait theory?

Case Study 01 (Cont’d)

Donald Trump, the 45th and current president of the United States, is a prominent business figure and former reality TV star. His election in 2016 triggered discussion among leadership theorists. While Great Man Theory has been nearly put to sleep across the board, the controversy surrounding President Trump has reawakened the

• idea. Throughout history, major leaders have been elected largely on their strong leadership characteristics would

help pull the country out of a bad situation (i.e., Great Man Theory). Theorists stand to point out that Trump stood

• ut from his opponent with his willfulness, self-confidence, and spontaneity. Regardless of whether he was elected

for his personality or not, these theorists argue that his characteristics are crucial to the results of his presidency. Even though recent years have considered Great Man Theory dead and the personality of the leader more or less irrelevant to the success of a group, President Trump’s personality has been shown to play a major role in his actions as a leader. This contrasts from most of the presidents we’ve seen throughout history, who have relied on the advice and ruling of their cabinet and strict systematic processes, which made the impact of their personalities quite small. In this way, theorists suggest, Great Man Theory has made a comeback to the modern world.

Case Study 02

Q1: Can characteristics have different meanings in different settings? Ex: someone with a personality trait viewed negatively in a social setting, maybe bluntness, be viewed positively in a political setting? What other traits have different meanings in multiple settings? Q2: Do you see Great Man or Trait Theory applied in other modern settings?

Case Study 02 (Cont’d)

Influence Era

The first major shift in leadership theory, in its long journey away from the ‘great man’ theories, was collectively known as the Influence Era. The Influence Era acknowledged that leadership involves a dynamic between the leader and the follower. This dynamic moves away from associating leadership with a set of personality traits, and rather emphasises how the active influence of the leader over the follower determines their relationship. The major outcome of these theories was the balance in all leaders between behaviour aimed at concern for the task, versus behaviour aimed at concern for individual satisfaction and group cohesion.

Behavioural Leadership

Behavioural theory assume that leaders are made, not born. These theorists believed anyone can learn to be a leader. This theory branches from the former in that it analyses the action from leader to follower rather than the characteristics of the leader alone. This theory suggests that the behaviour of a leader can take one of two directions; task or relationship-

• riented.

Behavioural Leadership - Task / Relationship

Task oriented style is exhibited when a leader has more concern for production or achieving

• rganisational tasks. It involves technical directions

when leading a group. Relationship oriented style is exhibited when the leader has more concern for the people who are working to achieve the goals of the group. It includes more relationship-building activities and promotion of trust and commitment within the group.

Blake & Mouton’s Managerial (Leadership) Grid (1964)

Behavioural Leadership - Role Theory

Role theory was based on the assumptions that individuals;

• Define roles for themselves and others based
• n social learning and reading
• Form expectations about the roles that they

and others will play

• Subtly encourage others to act within role

expectations

• Will act within the role they adopt

Behavioural Leadership - Role Theory (Cont’d)

Within organisations, formal and informal information about leadership values, culture, training, expectations and behaviour. When expectations do not match behaviour, role conflict can occur. Ex: When an HR intern becomes an HR executive

• r when HR Executive struggles to take over the

Assistant Manager role (conflict can result until these people learn new behaviour patterns).

Video 01

Actors Who Were Never The Same After A Role

https://www.youtube.com/watch?v=1O55kFMD_dc

Task & Relationship Questionnaire (Northhouse, 2009) (Cont’d)

Statement

1 2 3 4 5

• 1. Make a ‘to do’ list of the things that need to be done.
• 2. Try to make the work fun for others.
• 3. Urge others to concentrate on the work at hand.
• 4. Show concern for the personal well-being.
• 5. Set timelines for when the job needs to be done.

Never, Rarely, Sometimes, Often, Always

Task & Relationship Questionnaire (Northhouse, 2009) (Cont’d)

Statement

1 2 3 4 5

• 6. Help group members get along.
• 7. Keep a checklist of what has been accomplished.
• 8. Listen to the special needs of each group member.
• 9. Stress to others the rules and requirements for the

project.

• 10. Spend time exploring other people’s ideas for the

project. Never, Rarely, Sometimes, Often, Always

Scoring

This questionnaire is designed to measure your task-oriented and relationship-oriented leadership behaviour. By comparing your scores you can determine which style is more dominant in your own style of leadership. If your task score is higher than your relationship score, you tend to give more attention to goal accomplishment and somewhat less attention to people-related

• matters. If your relationship score is higher

than your task score, your primary concern tends to be dealing with people and your secondary concern is directed more toward

• tasks. If your scores are very similar to each
• ther, it suggests that your leadership is

balanced and includes an equal amount of both behaviours.

1. Sum scores for the odd-numbered statements (Task score) 2. Sum scores for the even-numbered statements (Relationship score)

• If your score is 20-25, you are in the high range.
• If your score is 15-19, you are in the high moderate

range.

• If your score is 10-14, you are in the low moderate

range.

• If your score is 5-9, you are in the low range.

Task Score: ………… Relationship Score: …………….

Gordon Ramsay is an internationally renowned chef from the UK. A star of several TV shows and owner

• f many restaurants, the chef has been awarded 16 Michelin Stars over the course of his career.

Ramsay is particularly well known for his brash and blunt behaviour in the kitchen, for which he receives a variety of both criticism and praise. Regardless, Ramsay’s success in his career can largely be attributed to his intense attention to detail and high standards for everyone in his restaurants. Noted by one scholar, when Ramsay was starting out at his first restaurant, he personally inspected every plate before it went to the table, ensuring quality for his customers. On top of that, he held his workers -- from the chefs to the busboys -- to the highest standards of nothing but excellence to keep his restaurant in top condition. Despite his immediate impression of being blunt and at times crude, Ramsay is far from ignorant. Working with kids, Ramsay is known for being kind and a source of guidance for aspiring chefs, especially when the young competitors on his show face failure. At times, he also gives heartfelt comments in kitchens full of grown adults, showing that his task-oriented mentality is only harsh when it needs to be and he is aware of how to act appropriately to circumstance (Situational Awareness).

Case Study 03

Q1: How does task-oriented leadership enhance the effectiveness of the team? Q2:Are leaders capable of changing between task and relationship-oriented approaches? Do you think Ramsay would be as effective of a leader if he changed?

Case Study 03 (Cont’d)

• Bennis, W. (1959). Leadership theory and administrative behavior:

The problems of authority. Administrative Science Quarterly. 4(2): 259-301.

• Bowden, A.O. (1927). A study of the personality of student

leadership in the United States. Journal of Abnormal Social

• Psychology. 21: 149-160
• Haslam, S.A, Reicher, S.D., & Platow, M.J. (2011). The new

psychology of leadership: Identity, influence and power. New York: Psychology Press.

• Jenkins, W.O. (1947). A review of leadership studies with particular

reference to military problems. Psychological Bulletin. 44: 54-79.

• Northhouse, P. G. (2009). Leadership: Theory and Practice.

Thousand Oaks, CA: Sage.

• Van Seters, D.A., & Field, H.G. (1990). The evolution of leadership
• theory. The Journal of Organizational Change Management. 3(3):

29-45.

Bibliographical References