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EDU 3083

Examine various managerial leadership


theories and discuss how far the theories
are applicable in the educational
scenario.

Todays lesson:
1. Overview about the managerial
leadership theories.
2. What is your opinion, if...
3. Achievement of a teacher leader.

Managerial
Leadership Theories
What is leadership?
What comes to your mind when you see this word?
Leading people
Influencing people
Commanding people
Guiding people

Leadership is the art or process of
influencing people so that they
will strive willingly and
enthusiastically toward the
achievement of group goals.

Definition of leadership:

Leadership is the ability of a superior
to influence people the behavior of
a subordinate or group and
persuade them to follow a
particular course of action.
Definition of leadership:

If your actions inspire others
to dream more, learn more,
do more and become more,
you are a leader.
J - John Quincy Adams
Definition of leadership:
Management
Promotes
stability, order
and problem
solving within
existing
organizational
structure and
systems
Leadership
Promotes vision,
creativity, and
change
M
L
Takes care of where you
are.
Takes you to a new
place.
Management Vs. Leadership:
Managers
Focus on things
Do things right
Plan
Organize
Direct
Control
Follow the rules

Leaders
Focus on people
Do the right things
Inspire
Influence
Motivate
Build
Shape entities
Ten leadership theories
in five minutes
Leadership Theories
Early Leadership
Theories
Trait Theories
Behavioural
Theories
Contingency
Theories
The Fiedler Model
Hersey and
Blanchards
Situational
Leadership Theory
Path-Goal Theory
Contemporary Views of
Leadership
Transformational
Transactional
Leadership
Charismatic
Visionary
Leadership
Team Leadership
Historical Leadership Theories:
1. Traits theories (1930s).
2. Behavioral Theories (1940s &
1950s)
3. Contingency theories (1960s &
1970s).



According to great man leadership theories effective leaders
are born not made.

In traits research examined the physical (height), mental
(intelligence), social (personality), and characteristics of
individual.

Ralph Stogdill in 1948s concluded that existing research had
not demonstrated the utility of traits approach.



ASSUMPTION 1: People are born
with inherited traits.

ASSUMPTION 2: Some traits are
particularly suited to
leadership.









DOMINATING
SELF CONFIDENT
ENERGETIC

ALERT TO SOCIAL
ENVIRONMENTS
COOPERATIVE
AMBITIOUS

DECISIVE
PERSISTENCE
DEPENDABLE

DOMINATING
TOLERANCE TO
STRESS
ACHIEVEMENT
ORIENTATION


A story leaders care


Behavior of effective leaders are
different from the behavior of
ineffective leaders. It is more
important than the physical, mental
and social traits.


University of Iowa Studies (Kurt Lewin)
Identified three leadership styles:
Autocratic style: centralized authority, low participation
Democratic style: involvement, high participation, feedback
Laissez faire style: hands-off management
Research findings: mixed results
No specific style was consistently better for producing better
performance
Employees were more satisfied under a democratic leader than an
autocratic leader.

Ohio State Studies
Identified two dimensions of leader behavior:
Initiating structure: the role of the leader in defining his or her role
and the roles of group members
Consideration: the leaders mutual trust and respect for group
members ideas and feelings.
Research findings: mixed results
High-high leaders generally, but not always, achieved high group
task performance and satisfaction.
Evidence indicated that situational factors appeared to strongly
influence leadership effectiveness.

University of Michigan Studies
Identified two dimensions of leader behavior
Employee oriented: emphasizing personal relationships
Production oriented: emphasizing task accomplishment
Research findings:
Leaders who are employee oriented are strongly associated
with high group productivity and higher job satisfaction.


Managerial Grid
Appraises leadership styles using two dimensions:
Concern for people
Concern for production
Places managerial styles in five categories:
Impoverished management
Task management
Middle-of-the-road management
Country club management
Team management

TRAIT THEORY BEHAVIOURAL THEORY
Believes people are born to be leaders. Believes people are made to be leaders.
Uses characteristics of past successful
or unsuccessful leaders to evaluate
success of potential leaders.
People can learn to be leaders through
role playing or role acting.
Process is appealing, but problem arises
with proving principals.
Behaviour is easier to teach than traits
and capabilities.
Approach is often challenged by
opposition.
Approach is widely used in leadership
training.
The corporate world is filled with stories of leaders
who failed to achieve greatness because they failed to
understand the context they were working with.

Contingency theories look at defining leadership style
and the situation, and it attempts to answer the if-then
contingencies (that is, if this is the context of the
situation, then this is the best leadership style to use)


Developed by Fred Fiedler.

Proposed that effective group performance depended
on properly matching the leaders style and the amount
of control and influence in the situation.

Premise Certain leadership style would be most
effective in different types of situation.

There are three basic steps:

1. Identifying leadership styles.

2. Defining the situations.

3. Matching the leaders and situations.
Fiedler believes a key factor in leadership success is
the individuals basic leadership style.

So he created the Least Prefer Co-worker (LPC)
Questionnaire
An instrument that tells to measure whether a person is
task or relationship oriented
1. Identifying leadership styles
The final score is the total of the numbers circled on
the 18 scales:
- 57 or less = Low LPC (task motivated)
- 58-63 = Middle LPC (socio-independent leaders, self
directed and not overly concerned with the task or
with how others view them)
- 64 or above = High LPC (motivated by relationships)
1. Identifying leadership styles
Fiedler identified three contingency dimensions that
define the key situational factors:
1. Leader-member relations:
The degree of confidence, trust, and respect, members have in the leader; rated as
either good or poor.
2. Task structure:
The degree to which the job assignments are formalized and structured; rated as either
high or low.
3. Position Power:
The degree of influence a leader has over power variables such as hiring, firing,
promotion, etc; rated as either strong or weak.



2. Defining the situations.
Each leadership situation was evaluated in terms of
these three contingency variables, which when combined
produced eight possible situations that were either
favourable or unfavourable for the leader
3. Matching the leader and the
situations.
3. Matching the leader and the
situations.
3. Matching the leader and the
situations.
Two ways in which to improve leader
effectiveness:
1. Change the leader to fit the situation
2. Change the situation to fit the leader


This model is also called situational leadership theory (SLT).
A contingency theory that focuses on the followers readiness.
Why focus on the follower?
Reflects the reality that it is the follower who accept or reject the leader.
Regardless of what a leader does, the groups effectiveness depends on the
actions of the follower.
What is meant by the term readiness?
The extent to which people have the ability and willingness to accomplish a
specific task.
Hersey and Blanchards
Situational Leadership Theory:
It is a paternal model:
As the child matures, the adult releases more and
more control over the situation.
As the workers become more ready, the leader
becomes more laissez-faire.
Leaders must relinquish control over and contact
with followers as they become more competent.
Hersey and Blanchards
Situational Leadership Theory:
Creates four specific leadership styles incorporating
Fiedlers two leadership dimensions:

Telling: high task-low relationship leadership
Selling: high task-high relationship leadership
Participating: low task-high relationship leadership
Delegating: low task-low relationship leadership
Hersey and Blanchards
Situational Leadership Theory:
Posits four stages of follower readiness:

R1 - Followers are unable and unwilling.
R2 - Followers are unable but willing.
R3 - Followers are able but unwilling.
R4 - Followers are able and willing.
Hersey and Blanchards
Situational Leadership Theory:
Hersey and Blanchards
Situational Leadership Theory:
LEADERSHIP STYLES FOLLOWERS READINESS
R1 unable and unwilling to do a task Telling
R2 unable and willing Selling
R3 able and unwilling Participating
R4 able and willing Delegating
Lets watch these
Overview of slt



Slt featuring paul hersey
Developed by Robert House.
States that the leaders job is to assist his or her
followers in attaining their goals and to provide
direction or support to ensure their goals are
compatible with organizational goals.
The theory takes the key elements from the
expectancy theory of motivation.
It is about how leaders motivate subordinates to
accomplish designated goals.
The stated goal of leadership is to enhance employee
performance and employee satisfaction by focusing on
employee motivation
By reducing roadblocks and pitfalls.
The leader must use a style that best meets the
subordinates motivational needs.


Leaders assume different leadership styles at different times
depending on the situation:
Directive leader
Let the workers know whats expected of them, schedules work to be
done, and gives specific guidance.
Supportive leader
Shows concern for the needs of the followers and is friendly.
Participative leader
Consults with group members and uses their suggestions before making a decision.
Achievement oriented leader
Sets challenging goals and expects followers to perform at their highest level.
Transactional Leader:
Leaders who lead primarily by using social
exchanges (or transaction).
Leaders who guide or motivate their followers in
the direction of established goals by exchanging
rewards for their productivity.

Transactional leadership

The leaders expectations
Transformational Leader:
Leaders who inspire followers to transcend their
own self-interests for the good of the
organization by clarifying role and task
requirements.
Leaders who also are capable of having a profound
and extraordinary effect on their followers.

Transformational Leaders Characteristics:
1. Pay attention towards the concerns and developmental
needs of individual followers.
2. Help followers to see things and problems in a new
perspectives.
3. Inspire followers to exert extra effort to achieve
group goals.
4. More effective, higher performers, and more
promotable.

Transformational leadership
Transactional and transformational leadership shouldnt
be viewed as opposing approaches to getting things done.
Transformational leadership develops from transactional
leadership.
Transformational leadership produces levels of employee
effort and performance that go beyond what would occur
with a transactional approach alone.

To aid your understanding, lets
watch this

Transaction vs. transformation

Charismatic Leader:
An enthusiastic, self-confident leader whose
personality and actions influence people to behave
in certain ways.

Characteristics of a charismatic leader:
1. Have a vision
2. Are able to articulate the vision
3. Are willing to take risks to achieve the vision
4. Are sensitive to the environment and follower
needs
5. Exhibit behaviors that are out of the ordinary
Visionary Leader:
A leader who creates and articulates a realistic,
credible, and attractive vision of the future that
improves upon the present situation.

Visionary leaders have the ability to:
Explain the vision to others
Express the vision not just verbally but
through behavior
Extend or apply the vision to different
leadership contexts
Team Leaders Characteristics:
Have patience to share information.
Able to trust others and to give up authority.
Understand and know when to intervene.
Team Leaders Job:
Manage the teams external boundary
Facilitate the team process;
oCoaching, facilitating, handling disciplinary
problems, reviewing team and individual
performance, training, and communication
Team Leaders Roles:
Liaison with external constituencies
Troubleshooter
Conflict manager
Coach
Which theory will you choose if you are:
a. Headmaster
b. Teacher

Give your justification.
Teachers role model
2014
Leadership is a
combination of character
and competence; of who
you are and what you can
do.

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