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He said that management produces orderly results while leadership creates useful change, but one needs both to be effective.

John P. Kotter

leadership is perceived and described as any or a combination of

1. an act or behavior 2. an effect of interaction 3. exercise of influence 4. form of persuasion, 5. an act of inducing compliance 6. a power relation, 7. a focus of group processes 8. an instrument of goal achievement 9. initiation of structure 10. a differentiated role 11. personality and its effects 12. an attribute of a position 13. as an art.

Leadership appears in social science literature:

1) attribute of a position 2) characteristics of a person 3) category of behavior.

The common approach to defining leadership

is to equate it with the differential exertion of influence.

They states that, "The important ingredient of organizational behavior is the influence over and above compliance with the routine directives of the organization."

Katz and Kahns

According to them “Leading, a central function of managing in any organization, involves influencing the behavior of other people.”

Kast and Rosenzweig

This theory assumes that leadership ability is innate.

Trait or great man theory

It suggests that leadership is determined by certain individual personality traits, social traits and significant physical characteristics.

Trait or great man theory

Like being born with a golden spoon, a leader is born tall, good-looking, with a sonorous voice, wholesome personality, or keen intelligence.

Trait or great man theory

This theory follows the cliché "Like father like son."

Trait or great man theory

this theory fell in popularity after a study of world leaders showed that many of them were far from being tall, or good-looking.

Trait or great man theory

Examples of leaders under Trait or great man theory

Winston Churchill Napoleon Bonaparte Mahatma Gandhi.

Examples of Filipino Leaders under Trait or great man theory

Jose P. Rizal Apolinario Mabini Carlos P. Romulo.

is a natural evolution of the trait theory.

transformational leadership model

According to him, manager who is a transformational leader does this (He motivates followers (particularly subordinates or peers) to perform better.

Bass

They give and explain three components of charismatic leadership:

Nadler and Tushman

three components of charismatic leadership:

Envisioning Energising Enabling

the creation of a picture of the future, or of a desired future state with which people can identify and which can generate excitement

Envisioning

the direct generation of energy among members of the organization

Energising

the leader psychologically helps people act or perform in the face of challenging goals

Enabling

It posits that leadership skills are acquired.

Environmental theory

is a strong force that spots, identifies, supports and develops leadership potential.

Environment/ Proper Environment

is trained and developed as a leader through seminars, travel, actual immersion in leadership roles like being assigned or elected head of an organization.

person

does not exist in a vacuum.

leadership

This theory assumes that leadership adopts a particular leadership style which exerts tremendous impact over individual and group behavior.

Behavioral Theory

He describes the four types of leader under behavioral theory

Sharma

4 Types of Leaders

Dictatorial Leader Authoritarian Leader Democratic leader or Participative Leader Laissez-faire or free rein leader

one with absolute authority and utilizes threats & punishments to induce compliance. They lack empathy and consideration for the needs and concerns of their team members.

Dictatorial Leader

They lack empathy and consideration for the needs and concerns of their team members.

Dictatorial Leader

onewhoclaimscovenantsourcedfromauthoritytoexact obedience. “Do as you’re told.” Authoritarian leaders are not focused on collaboration with those in their circle, they are rarely interested in feedback, and they prefer to hold all of the power and be in charge.

Authoritarian Leader

are not focused on collaboration with those in their circle, they are rarely interested in feedback, and they prefer to hold all of the power and be in charge.

Authoritarian Leader

one who involves the rule of majority.

Democratic Leader or Participative leader

involves subordinates in organizational matters giving them guidance in their work problems and goal achievement.

Democratic Leader or Participative Leader

are still the decision-makers, but their approach allows others to feel engaged and have a stake in the final outcome.

Democratic leader or participative leader

one who offers information to the members but shows little involvement and participation in group activities.

Laissez-faire Leader or free rein leader

leave decisions to their employees, while staying available to provide feedback when necessary.

Laissez-faire Leader or free rein leader

identified styles of leader behavior that effect increased work group performance and satisfaction.

University of Michigan studies

Two styles were reflected:

1. Job-centeredortask-orientedleadershipstyle 2. Employee-centeredorrelationship-orientedleadershipstyle

emphasizes the use of rules, procedures, and close supervision of subordinates

Job-centeredortask-oriented leadership style

emphasizes delegation of authority and responsibility, concern for employee welfare, needs, advancement, and personal growth

Employee-centeredorrelationship-orientedleadershipstyle

He did some research to identify the general pattern of management used by high producing managers in contrast to that used by the other managers.

Rensis Likert

Supervisors with best records focus their primary attention on the human aspects of their subordinates' problems and on endeavoring to build effective work groups with high performance goals and these supervisors were called

employee-centered

Supervisors who kept constant pressure on production were found more often to have low producing sections and these supervisors were called

job-centered

A theory that was developed in the 1960s by Austrian psychologist which primarily states that the situation calls for the emergence of a leader.

Situational or Contingency Theory

Austrian psychologist who suggests that there is not one best style of leadership Rather, the most effective leadership style for any given situation is one that aligns with the situation at hand.

Fred Fiedler

He developed a Leadership Contingency Model in which he contends that three major situation variables to determine whether a given situation is favorable to leaders:

Fred Fiedler

three major situation variables

1. leader-member relations 2. task structure 3. position power

their personal relations with the members of their group

leader-member relations

the degree of structure in the task that their group has been assigned to perform

task structure

power and authority that their position provides

position power

is likely to be successful in either high or low control situation.

task-oriented leader

is likely to be effective in a moderate control situation.

relationship-oriented leader

This theory questions the concept of a "best" style of leadership. It posits that it is not a matter of the best style or the most effective style depending on variables existing.

The theory of adaptive leader behavior

states that the responsibility for the success of the group rests upon all the members, not only upon the leader.

Theory of shared leadership

Leadership functions can be performed by any member of a group, as well as by the designated leader for the group to achieve its goal.

Theory of shared leadership

Even the most shy and reticent member may be able to make some contribution, although he is not forced to do so.

Theory of shared leadership

He expressed that no ideal leader exists.

Bennis

Two types of leadership roles are distinguished when working in small groups:

1. Role to accomplish the task or attain goal 2. Role to develop members feelings to maintain the strength of the group.

The six tasks of a leader in terms of Number 1 role are:

1. Initiates action; 2. Keeps the members attention on a goal; 3. Clarifies issues; 4. Helps the group develop a procedural plan; 5. Evaluates the work done 6. Makes expert information available

The six tasks of a leader in terms of Numbers 2 role are:

1. Keeps inter-personal relations pleasant; 2. Arbitrates excuse; 3. Provides encouragement; 4. Gives a chance to divert 5. Stimulates self-direction 6. Increases inter-dependence among members

Range of Leadership Behavior

Authoritarian—Participative—Laissez-faire

he describes the types of managers who man the techno-structure of the advanced- technology corporation.

Michael Maccoby

What book is written by Michael Maccoby

The Gamesman

whose goal was power ruled during the 1950's and 60's and the dictum was "the winners destroy the losers."

Jungle Fighter

who held the "traditional values of the productive hoarding character-the work ethic, respect for people, concern for quality and thrift."

Craftsman

was characterized by being "quiet, sincere, modest and practical."

Craftsman

who was the organization man whose main commitment was "to maintain the organization's integrity." He was "concerned with security more than with success."

Company Man

Is a new and more dynamic and adventurous leader. His main interest is in challenge and competition.

Gamesman

He is a risk taker like an entrepreneur who motivates others to push them beyond their normal pace. New ideas and new techniques hype him and he "responds to work and life as a game."

Gamesman

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Charles Jaojao · 26問 · 1年前

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