Professional Documents
Culture Documents
What is leadership?
Leading people
Influencing people Commanding people Guiding people
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Types of Leaders
Leader by the position achieved Leader by personality, charisma Leader by moral example Leader by power held Intellectual leader Leader because of ability to accomplish things
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Traits
Adaptable to situations Alert to social environment Ambitious and achievement-orientated Assertive Cooperative Decisive Dependable Dominant (desire to influence others) Energetic (high activity level) Persistent Self-confident Tolerant of stress Willing to assume responsibility
Skills
Clever (intelligent) Conceptually skilled Creative Diplomatic and tactful Fluent in speaking Knowledgeable about group task Organised (administrative ability) Persuasive Socially skilled
BEHAVIOURAL THEORY
Assumptions
Behavioral theories of leadership do not seek inborn traits or capabilities. Rather, they look at what leaders actually do.
Discussion
Behavioral is a big leap from Trait Theory, in that it assumes that leadership capability can be learned, rather than being inherent.
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HUMAN RELATIONS
DEMOCRATIC
LAISSEZ FAIRE
AUTOCRATIC
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Impoverished Management (1.1) Minimum effort to get the work done. A basically lazy approach that avoids as much work as possible. Task Management (9.1) Strong focus on task, but with little concern for people. Focus on efficiency, including the elimination of people wherever possible. Country Club management (1.9) Care and concern for the people, with a comfortable and friendly environment and collegial style. But a low focus on task may give questionable results. Middle of the road management (5.5) A weak balance of focus on both people and the work. Doing enough to get things done, but not pushing the boundaries of what may be possible. Team management (9.9) People are committed to task and leader is committed to people (as well as task).
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m e n t t o t h e d e c i s i o n . S e v e r a l p e o p l e
PARTICIPATIVE LEADERSHIP
Assumptions Involvement
in decision-making improves the understanding of the issues involved by those who must carry out the decisions. People are more committed to actions where they have involved in the relevant decision-making.
People are less competitive and more collaborative when they are working on joint goals.
When people make decisions together, the social commitment to one another is greater and thus increases their commitment to the decision. Several people deciding together make better decisions than one person alone. 14
d e c i d i n g
Kurt
and colleagues did leadership decision experiments in 1939 and identified three different styles of leadership, in particular around decision-making. Autocratic In the autocratic style, the leader takes decisions without consulting with others. The decision is made without any form of consultation. Democratic In the democratic style, the leader involves the people in the decision-making, although the process for the final decision may vary from the leader having the final say to them facilitating consensus in the group. Laissez-Faire The laissez-faire style is to minimize the leader's involvement in decision-making, and hence allowing people to make their own decisions, although they may still be responsible for the outcome. Laissez-faire works best when people are capable and motivated in making their own decisions.
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Lewin
Participative: At this level, the leader makes maximum use of participative methods, engaging people lower down the organization in decision-making. People across the organization are psychologically closer together and work well together at all levels.
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TASK BEHAVIOUR
LOW HIGH HIGH RELATIONSHIPLOW TASK HIGH HIGH RELATIONSHIPHIGH TASK
S3
S2
S4
S1
LOW
M4
M3
M2
M1
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MATURITY OF FOLLOWERS
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Situational Factors
Leader-Member Relation
High Control
Good
Moderate Control
Neutral
Low Control
Poor
Task Structure
Position Power
High
Strong
Medium
Moderate
Low
Weak
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