领导力提升-3The Development of Leadership Theories (NXP

LeadershipDevelopmentMasterClassModule3TheDevelopmentofLeadershipTheoriesSowhatwehaveisalotoffocusontask…andsome.notmuchonpeopleTheFocusofTheScientificManagementApproachTaskFocusSocial–PeopleFocusDeliveryRiskCollaborationRiskButhowdidthetheoriesaboutleadershipdevelopovertimeSirFrancisGaltonOneoftheearliestleadershiptheoristsWrote“HereditaryGenius”pub.1869BelievedleadershipqualitiesweregeneticThistheoryassumesphysicalandpsychologicalcharacteristicsaccountforeffectiveleadershipBasicintelligenceClearandstrongvaluesHighpersonalenergyLeadershipTraitTheoryEdwinGheselliidentifiedsixtraitsforeffectiveleadership:NeedforachievementIntelligenceDecisivenessSelf-confidenceInitiativeSupervisoryabilityLeadershipTraitTheoryExamplesofapplicationofTraitTheoryPaulVonHindenburgFirstChancellorofGermany,postWWIUsedthetraittheoryforselectinganddevelopingmilitaryleadersPrimaryqualitiesforleadershipabilityIntelligence(brightvs.dull)Vitality(energeticvs.lazy)LeadershipTraitTheoryLeadershipTraitTheoryBright,lazy—staffofficerEnergetic,dull—frontlinesoldierBright,energetic—fieldcommanderLazy,dull—lefttofindtheirownlevelofeffectivenessInthe1930s,emphasisonbehaviorismmovedresearchersinthedirectionofleadershipbehaviorKurtLewintrainedassistantsinbehaviorsindicativeofthreeleadershipstyles:Autocratic:tightcontrolofgroupactivities,decisionsmadebytheleaderDemocratic:groupparticipation,majorityruleLaissez-faire:littleactivityofanytypebytheleaderLeadershipBehaviorTheoryInthe1940s,researchfocusedonleaderbehaviorsAssumedthatleaderstakedistinctactionsRalphStogdillatOhioStateUniversityHelpeddeveloptheLeaderBehaviorDescriptionQuestionnaire(LBDQ)Respondentsdescribedleaders’behaviorintwodimensions:InitiatingstructureShowingconsiderationLeadershipBehaviorTheoryInitiatingstructure:Behavioraimedatensuringastructuredapproachtogoalachievement.MeetingdeadlinesMeetingatscheduledtimesMakingsureeveryoneworkstocapacityRoleclarityetcLeadershipBehaviorTheoryShowingconsideration:Takingactiontodeveloptrust,respect,support,andfriendshipwithsubordinates.BeinghelpfulTreatingallpeopleasequalsWillingtomakechangesStandingbehindsubordinatesDoingthingstomakegroupmembershippleasantLeadershipBehaviorTheoryFindingsofaLeaderBehaviorDescriptionQuestionnaire(LBDQ)study:ThedemocraticstylewasmorebeneficialforgroupperformanceTheleader’sbehaviorimpactedtheperformanceoffollowersLeadershipBehaviorTheoryLeadershipBehaviorTheoryRensisLikertattheUniversityofMichiganconductedleadershipstudiesStudiedleaders’behaviorsrelatedtoworkermotivationandgroupperformanceIdentifiedtwodimensionsofbehavior:Jobcentered(initiatingstructure)Employeecentered(showingconsideration)LeadershipBehaviorTheoryRobertBlakeandJaneMoutonDevelopedamanagerialgridTheidealleaderhashighconcernforbothproductionandpeopleLeadershipBehaviorTheoryApplicationofbehaviourandtraittheoryiswidespreadBothtraitandbehavioraltheoriestriedtoidentifytheonebestleaderorstyleforallsituationsBythelate1960s,itbecameapparentthatthereisnosuchuniversalanswerBothTraitandBehaviourTheory…Leadershipeffectivenessdependsonacombinationofthe:LeaderFollowersSituationalfactorsEmergingrealizationEnterContingencyTheoryThefirstoftheseisthefocusofHerseyandBlanchardLeaderFollowersSituationalfactorsEnterContingencyTheoryNB!!DevelopmentalLevelandProfessionalMaturitySituationalLeadershipTheoryWiththedevelopmentofSituationalLeadershipcametherealizationthatitdoesnotaccountfullyforthecomplexitiesofthecontext.Furtherthatitviewsleadershipasan“exchange”–atransactionTransactionalviewofleadershipThereforetheapplicationofSituationalLeadershipismoreappropriateforpredictablesupervisoryandmiddlemanagementlevels…andthatthereisalsoaneedtolookatleadershipfromatransformativeperspectiveTransactionalviewofleadershipFocusonthepotentialrelationshipbetweentheleaderandthefollowersEngagethefullpersonofthefollowerTapthemotivesofthefollowersTransformationalviewofleadershipWeneedtoaskthreequestionswhenwelookatthetransformationalleadershipperspective…TransformationalleadershipLetsdosomecaseexamples…asreviewKarenisnewinherjob.Althoughfreshfromuniversityasaqualifiedspeechtherapistshefeelsunsureandexitedatthesametimeabouthernewjob.CaseExampleForthePreviousCaseProvidetheAppropriateLeadershipStyleA.S1-GivespecificinstructionsandcloselysuperviseB.S2-ExplaindecisionsandprovideopportunitytoclarifyC.S3-ShareideasandfacilitatedecisionmakingD.S4-TurnoverresponsibilityfordecisionsandimplementationThabohasgonethroughhisbasicsafetytrainingandalsoinduction.Afteraroleclarificationsessionhehasbeensupervisedcloselyfor3monthsasjunioraccountant.CaseExampleForthePreviousCaseProvidetheAppropriateLeadershipStyleA.S1-GivespecificinstructionsandcloselysuperviseB.S2-ExplaindecisionsandprovideopportunitytoclarifyC.S3-ShareideasandfacilitatedecisionmakingD.S4-TurnoverresponsibilityfordecisionsandimplementationAfterseveralsuccessfulreviewmeetings,Dikelediayoungengineerisshowingrealleadershipasshiftsupervisor.Sheisincreasinglyshowingshehasmasteredallaspectsofthejob.CaseExampleForthePreviousCaseProvidetheAppropriateLea