4.The main approaches to leadership

3.4TheMainApproachestoLeadershipAfterstudyingthischapter,youshouldbeableto:Contrastleadershipandmanagement.Explaindifferentapproachestoleadership,includingTraitapproach,Behaviouralapproach,Contingencyapproach,SituationalapproachandtransformationalapproachDescribedifferentcharacteristicsofdifferentleadingapproachesLEARNINGOBJECTIVESWhatIsLeading?LeadingTheprocessofinfluencingagrouptowardtheachievementofgoals.ManagingTheprocessofcombiningresourcestoachievegivenends.WhatIsLeadership?LeadershipTheabilitytoinfluenceagrouptowardtheachievementofgoals.ManagementUseofauthorityinherentindesignatedformalranktoobtaincompliancefromorganizationalmembers.WhatIsLeader?LeaderLeaderisindividualwhoexertinfluencetohelpmeetgroupgoalsformalleaderinformalleaderManagerManagerisindividualwhoachievesgoalsthroughotherpeopleKeyLeadershipFunctionsThebusinessagenda–establishingdirection;–futurevision;–strategydevelopment;–leadingchange;–achievinggoalsPeopledevelopment–communicatingvisionandstrategy;–alignmentofpeople;–influencingpeopleandteamsKeyLeadershipFunctionsDoing–motivatingandinspiringothers;–energisingpeopletoovercomedifficulties;–strivingtosatisfypeople’sneedsResults–producespositiveandattimedramaticchangesinanorganisationManagersandLeadersLeadersTrytochangeorganizationsHaveavisionofhowtheorganizationcouldbebetterandcaninspirefollowerstopursuethevisionTakerisksReadilyusepowerforinfluenceinsteadofusingpunishmentPlaykeyroleswhenexternalenvironmentischangingfastManagersSustainandcontrolorganizationsFollowanpresentvisionSolveproblemsandbringordertotheworkplacewhilebuildingcommitmenttoorganisationalgoalsTakefewerrisksthanleadersUseavailablerewards,sanctionsandmotivationtogetpredictablebehaviorPlaykeyrolesinstableexternalenvironmentManagersandleadersplaydifferentrolesinanorganisationManagersandLeadersManagementmayberequiredatthetop,withleadershipneededatlowerlevelSomepositionsrequireonlymanagement,otherpositionsrequirelargeamountsofleadershipwithlittleneedformanagement,andothersneedamixtureofleadershipandmanagementAnorganisationneedsleadershipwhentheexternalenvironmentischangingfast,andneedsmangementwhenlittleischangingarounditOrganisationsalsohavedifferentneedsforleadersandmanagersatdifferentlevels,differentpositionsanddifferenttimesManagersandLeaders•Organisationsneedstrongleadershipandstrongmanagementforoptimumeffectiveness•Intoday’sdynamicworld,weneedleaderstochallengethestatusquo,tocreatevisionsofthefutureandtoinspireorganisationalmemberstoachievethevisions.Wealsoneedmanagerstoformulatedetailedplans,createefficientorganisationalstructuresandoverseeday-to-dayoperationApproachestoLeadershipTraitapproach(特质领导理论)Behaviouralapproach(行为领导理论)Contingencyapproach(权变领导理论)Situatioanalapproach(情境领导理论)Transformationalapproach(变革领导理论)TraitTheoriesLeadershipTraits:•Ambitionandenergy•Thedesiretolead•Honestandintegrity•Self-confidence•Intelligence•Highself-monitoring•Job-relevantknowledgeTraitsTheoriesofLeadershipTheoriesthatconsiderpersonality,social,physical,orintellectualtraitstodifferentiateleadersfromnonleaders.BehavioralTheoriesBehavioralTheoriesofLeadershipTheoriesproposingthatspecificbehaviorsdifferentiateleadersfromnonleaders.LeaderRewardBehaviorLeaderPunishingBehaviorBehavioralTheories•Traittheory:Leadersareborn,notmade.•Behavioraltheory:Leadershiptraitscanbetaught.Thetraitapproachseekstoidentifypersonalcharacteristicsthateffectiveleaderspossess.Thebehaviorapproachfocusesonthebehaviorsthateffectiveleadersengagein.BehavioralTheories：JohnAdair'sActionCentredLeadershipAmodelforteamleadershipandmanagementItisrepresentedbyAdair's'threecircles'diagram,whichillustratesAdair'sthreecoremanagementresponsibilities:achievingthetaskmanagingtheteamorgroupmanagingindividualsBehavioralTheories：OhioStateStudiesInitiatingStructureTheextenttowhichaleaderislikelytodefineandstructurehisorherroleandthoseofsub-ordinatesinthesearchforgoalattainment.ConsiderationTheextenttowhichaleaderislikelytohavejobrelationshipscharacterizedbymutualtrust,respectforsubordinate’sideas,andregardfortheirfeelings.BehavioralTheories：UniversityofMichiganStudiesEmployee-OrientedLeaderEmphasizinginterpersonalrelations;takingapersonalinterestintheneedsofemployeesandacceptingindividualdifferencesamongmembers.Production-OrientedLeaderOnewhoemphasizestechnicalortaskaspectsofthejob.BehavioralTheories：TheManagerialGrid(BlakeandMouton)EXHIBIT11–1BehavioralTheories：ScandinavianStudiesDevelopment-OrientedLeaderOnewhovaluesexperimentation,seekingnewideas,andgeneratingandimplementingchange.ResearchersinFinlandandSwedenquestionwhetherthereareonlytwodimensions(production-orientationandemployee-orientation)thatcapturetheessenceofleadershipbehavior.Theirpremiseisthatinachangingworld,effectiveleaderswouldexhibitdevelopment-orientedbehavior.ContingencyTheoriesFiedler’sContingencyModelThetheorythateffectivegroupsdependonapropermatchbetweenaleader’sstyleofinteractingwithsubordinatesandthedegreetowhichthesituationgivescontrolandinfluencetotheleader.LeastPreferredCo-Worker(