leadership life style

Part2ResearchPerspectivesonLeadershipChapter1recap•Whatdoesitmeantobealeader.–Definitionofleadership.–Natureofleadership–Influence,intention,followers,personalresponsibility,sharedpurpose,change.–Principlesofleadership.–Leadershipintegratedwithlife.–Newreality/paradigmofleadership.Chapter2Whatareleadersmadeof?Whatdotheydo?Essence:Whatmakesasuccessfulleader.Basedonresearch-Traits,Behaviors,andRelationshipsTraits•Characteristics,aspectsofpersonality,distinguishingfactors•GreatMan(orwoman)approach–personaltraitsandleadersuccess=weaklink.•Stogdill’s1948–importanceoftraitsituationdependent.(TunDr.Mahatir)•ContinuedandfoundtraitsstillcontributeTraits•Examples–Goodlooking,tall,sincere,smart,wittyBehavior•Autocraticvs.Democratic•Examples:authority,powersharing,followerparticipation,consensusseeking.Characteristicsofaleader•4groups•Traitvs.Behavior•TraitsofMaximusDecimusMeridiussonof...•Behaviorsthathemayhavepracticed.Characteristicsofaleader•4groups•Traitvs.Behavior•TraitsofMaximusDecimusMeridiussonof...•Behaviorsthathemayhavepracticed.•Discuss,present,anddebate.PersonalityCharacteristicsofLeadersPersonalityCharacteristicsofleadersPhysicalcharacteristics-Energy-PhysicalstaminaIntelligenceandability-Intelligence,cognitiveability-Knowledge-Judgment,decisivenessPersonality-Self-confidence-HonestyandIntegrity-Enthusiasm-Desiretolead-IndependenceSocialcharacteristics-Sociability,interpersonalskills-Cooperativeness-Abilitytoenlistcooperation-Tact,diplomacyWork-relatedcharacteristics-Achievementdrive,desiretoexcel-Responsibilityinpursuitofgoals-Persistenceagainstobstacles,tenacitySocialbackground-Education-MobilityDefinitionofTraitLeadership•Thepossessionofcertaintraitsthatsocietyseesasleadershiptraits.•Itwasoncebelievedthatpeoplewerebornwiththesecertaintraits.Thatthereare‘bornleaders’?•Implication…soyoueitherHAVEIT,ornot!Howthisapproachworks:•Focusesontheleadersandnotthefollowers•EmphasizesthathavingaleaderwithacertainsetoftraitsiscrucialtohavingeffectiveleadershipBehaviorThemesofleaderbehaviorresearchPeople-orientedTask-orientedOhioStateUniConsiderationInitiatingStructureUniofMichiganEmployee-centeredJob-centeredUniofTexasConcernforpeopleConcernforproductionBlake&Mouton(1991)“High-high”Leadership•Considerationandinitiatingstructure(OHIO)•Employeecentrednessandjobcentredness(Michigan)•Concernforpeopleandconcernforproduction(Texas)•Summary:aimforhavingahighconcernforpeople,marriedwithahighconcernforresults.Dyadicapproaches•Ratherthantraitsorbehaviors,itismoreofanexchangebetweenleaderandfollower(Groupof2).•E.g.HowcomeQuintusbetrayedMaximus?•HowcomesomecabinetministerssupportedBadawibutsomeopposedhim?•Howcomeafatherdoesnotequallyinfluenceallhischildren?•Howcomewecannotpleaseeverybody?StagesofdevelopmentofDyadicapproach1.VerticalDyadLinkageLeaders’behaviorsandtraitshavedifferentimpactsacrossindividualscreatingin-groupsandout-groups.2.Leader-MemberExchangeLeadershipisindividualizedforeachsubordinate.Eachdyadinvolvesauniqueexchangeindependentofotherdyads.3.PartnershipBuildingLeaderscanreachouttocreateapositiveexchangewitheverysubordinate.Doingsoincreasesperformance.4.SystemsandNetworksLeaderdyadscanbecreatedinalldirectionsacrosslevelsandboundariestobuildnetworksthatenhanceperformance.ImplicationsoftheDyadicapproach•Leader’straitsandbehaviorsarenoteverything,itishowtheychoosetointeractwiththeindividualfollowers.•Followersplayaroleandarenotpassivebeings,waitingtobeinfluenced.•Leadershiptakeseffortandapersonaltouch.Discussion•Reflectonparents,teachers,friends,basedonthe3categories(traits,behaviors,andrelationships)anddiscuss.Chapter3ContingencyApproachesContingencyApproach•CameaboutduetofailureoffindinguniversaltraitsorbehaviorsthatALWAYSdetermineeffectiveleadership.•Certaintraits/behaviorseffectiveinsomesituations,notinothers.•Effectivenesscontingentuponsituations,hencecontingencyapproach.22Contingencyapproaches•Howdowetreatthestatement,“thefailuretofinduniversalleadertraitsorbehaviorsthatwouldalwaysdetermineeffectiveleadership?”•Sothefocusshiftedfromleadershiptraitstothesituationwhichcalledforleadership,orinwhichleadershipoccurred.23Cont’d…•Corethesis–leadershipbehaviorchangeswiththesituation,andthereforecontingentuponsituations•Contingent-dependentonorconditionedbysomethingelse,mostimportantly,thesituation&followers24Cont’d•Accordingtothesituationalperspective,aleaderisthepersonwhobestmeetstherequirementsofthegroup’scurrentsituation(eg.,Churchill)•Leaderschangewhenthesituationchanges–forexamplewhengroupsmovefrompeacetoconflict(Sherifetal.,1961)25Therightplaceattherighttime(Contingency-Situational)•Inoppositiontothepersonalityapproach,somearguedthatleadershipisnotlocatedintheindividual,butinthesituationinwhichtheyfindthemselves.ContingencyApproach1.Fiedler’sContingencyModel2.HerseyandBlanchard’sSituationalTheory3.Path-GoalTheory4.Vroom-JagoContingencyModel5.Substitutesforleadership27Situationalvariables•Task•Structure•Context•Environment•Natureoffollowers–needs,maturity,cohesivenessoffollowers28TheInteractional(Contingency)Fram