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.