Leader

Leader

"Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realize your own leadership potential."

Prof. Warren Bennis

Types of Leadership Style

•      Autocratic:

–  Leader makes decisions without reference to anyone else

–  High degree of dependency on the leader

– Can create de-motivation and alienation of staff

– May be valuable in some types of business where decisions need to be made quickly and decisively

•      Democratic:

Encourages decision making

from different perspectives – leadership may be emphasised throughout the organisation

–  Consultative: process of consultation before decisions are taken

– Persuasive: Leader takes decision and seeks to persuade others that the decision is correct

•      Laissez-Faire:

– ‗Let it be‘ – the leadership responsibilities are shared by all

– Can be very useful in businesses where creative ideas are important

–  Can be highly motivational,

as people have control over their working life

– Can make coordination and decision making time-consuming and lacking in overall direction

–  Relies on good team work

–  Relies on good interpersonal relations

•      Paternalistic:

1.     Leader acts as a ‗father figure‘

2.     Paternalistic leader makes decision but may consult

3.     Believes in the need to support staff

4.     Theories of Leadership

Early Theories:

Great Man Theories

•      Leaders are exceptional people, born with innate qualities, destined to lead

•      Term 'man' was intentional - concept was primarily male, military and Western Trait Theories

•      Research on traits or qualities associated with leadership are numerous

•      Traits are hard to measure. For example, how do we measure honesty or integrity? Leadership Traits

Group Exercise:

•      Choose leaders YOU admire

•      What personality traits and skills do they have?

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

Functional Theories (John Adair, Action Centred Leadership, 1970)

Leader is concerned with the interaction of 3 areas:

•      Task – goal setting, methods and process

•      Team – effective interaction/communication, clarify roles, team morale

•      Individual – attention to behaviour, feelings, coaching, CPD

Behaviourist Theories (Blake and Mouton, Managerial grid, 1964)

•         Leaders behaviour and actions, rather than their traits and skills e.g. production orientated or people orientated

•         Different leadership behaviours categorised as ‗leadership styles‘ e.g. autocratic, persuasive, consultative, democratic

•         Doesn‘t provide guide to effective leadership in different situations

Situational/contingency Leadership (Hersey-Blanchard, 1970/80)

Leadership style changes according to the 'situation‗ and in response to the individuals being managed – their competency and motivation

Transformational Theory (Bass and Avolio, 1994)

•      Leaders inspire individuals, develop trust, and encourage creativity and personal growth

•      Individuals develop a sense of purpose to benefit the group, organisation or society. This goes beyond their own self-interests and an exchange of rewards or recognition for effort or loyalty.