Models and Theories

An Overview

Objective s
Find out how different leadership models and theories have emerged in the last 80 years plus based on research Critically reflect on the different models and theories and apply them in a different range of context in the future Appreciate the different leadership models and theories and realize their strengths and weaknesses in relation to ones personal brand of leadership

appropriat e explore
research research findings findings

Process requestions, questions, conclusions, conclusions, comments comments

ones ones experience experience and and definition definition of of leadership leadership

ones ones leadership leadership tests tests results results

reflection reflection and and sharing sharing

an al y e z

te la re

y if ar cl

K-W-L

what do I KNOW about leadership models and theories? what do I WANT to know about leadership models and theories? What did I LEARN about leadership models and

Models and Theories of Theory Leadership Trait (30s)

Behavioral Theory (40s and 50s) Contingency Theory (60s and 70s) Transformational Theory (80s up) Others: emergent, distributed, shared, level 5 leadership, etc.

Theories of Leadership (focus of research) 1930s 1940s/50s 1960s/70s

Trait Behaviora l Contingency

1980s
Transformatio nal

trait trait s s

skills skills

follower follower s s

context context

ethical ethical

styles/types styles/types of of leaders leaders

defining leadership
what is it all about?

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Imagining Leadership
What does leadership look like?

Leadershi p
what is leadership? what are some of the needed capabilities in being a leader today? (cf. Test 1)

Reflection 1
Looking at test 1 - divide which capabilities refer to a) personal, b) interpersonal, c) cognitive, and d) skills and knowledge (do your best) Choose 2 CEOs from Article 1 and relate it to TEST 1 ranking leadership capabilities and your definition Figure out what capabilities these CEOs have based on your choices and definition of leadership Discuss your answers with the group

Leadership Functions
what we do when we lead? what is expected of us when we lead?

4 Main Functions
Emotional Stimulation Executive Caring Meaning Attribution

emotional stimulation

executive function

caring function

meaning attribution

Reflection 2
Looking at test 2 - what are the leadership functions that I am most comfortable with? least comfortable with? Based on the 2 CEOs chosen from Article 1 relate it now to the 4 main functions of leadership Figure out what leadership functions these CEOs exercised. Refer to test 2 to review some items Discuss your answers with the group

Effective Leadership
high in caring high in meaning attribution moderate in emotional stimulation moderate in

Trait Theory a theory that

concerns itself solely with leader characteristics (Stogdill, 1948; Mann 1959) studies identified certain personal characteristics that appear to differentiate leaders from followers basic premise is that leaders are born

Reflection 3
Looking at test 3 - what are the leadership traits that I consider my strengths? my limitations? Based on the 2 CEOs chosen from Article 1 relate it now to the leadership traits Figure out what leadership traits these CEOs would demonstrate during their life. Refer to test 3 Discuss your answers with the group

Contribution of the Trait Theory

Identified certain characteristics of the person as essential in demonstrating leadership behavior Leadership behavior - facilitating goal attainment and recruitment of followers regardless of the context (5 usual traits) Intelligence self-confidence determination integrity sociability

Candidate A - Associates with crooked politicians, and consults with astrologists. He's had two mistresses. He also chain smokes and drinks quite a few martinis a day.

Which do you prefer?

Franklin Rooselvelt
Candidate B - He was kicked out of office twice, sleeps until noon, used opium in college and drinks a great deal of whisky every evening.

Winston Churchill

Candidate C - He is a decorated war hero. He's a vegetarian, doesn't smoke, drinks an occasional beer and hasn't had any extramarital affairs.

Adolf Hitler

Behavioral Theory
Leader Leader s s traits traits behavi behavi ors ors skills skills followe followe rs rs

patterns of behaviors were grouped together as styles

styles styles

Continuum of Leadership Behavior

autocratic democrati c

ource: Tannenbaum and Schmidt)

Test 5 - Styles of Leadership

a) I want both of you to .... autocratic leadership b) Lets work together to solve this... participative leadershi c) You two take care of the problem ....

delegative leadership

Variations of Behavioral Theory

McGregor (1960) - Theory X and Theory Y Ohio State University and University of Michigan Researches - two dimensions: a) Consideration/Employee Orientation (friendship, mutual trust, respect and warmth) and b) Initiating Structure/Production Orientation (organizes and defines roles, patterns of organization, channels of communication, and ways of getting jobs done)

Effective Styles of Leadership

e m p l o y e e

o r Executive This is good i Developer for the e Ill be your company and n mentor you t a Benevolent Bureaucrat t Autocrat Lets get i We are this done and o doing a good over with job n production orientation

Ineffective Styles of Leadership

e m p l o y e e o r Missionary Compromis Im here to i er care for e Lets meet you. n half-way t Deserter a I will let Autocrat t them be Do as I say i o n production orientation

Blake and Mouton Managerial Grid

Contingency Many leadership models not Theory only take into account the
leader/follower relationship but also realize that situational variables affect leadership performance

behaviors traits behaviors 6 MODELS: LPC Contingency traits model, Hersey and Blanchards situational leadership model, the pathsituation situation goal theory of leadership, the multiple linkage model of leadership, leadership substitute theory, and Vroom and Yettons normative

Hersey and Blanchard

s u p p o r t i v e
r e l a t i o n s h i p s

Participati Selling ng Coaching JM-High JM-Low PM-Low PM-High Delegatin Telling g Directing JM-High JM-Low PM-High PM-Low

*job maturity *psychological maturity

directive - tasks

Reflection 4
Looking at test 4 and 5 - what are the leadership behaviors/styles am I most comfortable with? least comfortable with? How would you consider the situation as a variable? Based on Article 2 concerning 2 basketball coaches relate it now to their leadership behaviors/styles and their situation. Figure out what leadership behaviors/styles these coaches would show during their life. Consider their situations also (cf. Test 5) Discuss your answers with the group

Contribution/Limitation of Behavioral/Situational Theory almost the same issues with the trait approach;
cause and effect were not considered fully behaviors vary as much as the situation changes however, there are isolated patterns of behaviors grouped into 4 categories as essential to leadership behaviors whatever the situation is

4 Categories (11 Building Relationships behaviors)

1. Networking 2. Supporting 3. Managing conflict

Influencing People Making Decisions

4. Motivating 5. Recognizing and rewarding

6. Planning and organizing 7. Problem solving 8. Consulting and delegating

Giving / Seeking nformation

9. Monitoring operations and environment 10. Informing source: 11. Clarifying roles Yukl

What would you do?

Ifyouknewateacherwho waspregnant,whohad8 kidsalready,threewhowere deaf,twowhowereblind, onementallyretarded,and shehadsyphilis;howwould youcomeupwitha recommendation?Whatwill yourgroups recommendationbe?

Transformational Theory looks at the

contingency model but with a difference introduce the variable of leaders having an ethical and moral obligation to their followers and to the mission of the organization geared towards follower growth and development

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is it possible for one idea to change the world?

what did you do to change the world?

Variations of Transformational Charismatic Leadership (robert house) Leadership

Transactional vs. Transformational (burns; bass) Servant Leadership (greenleaf) Distributed Leadership (belbin) Living Systems (wheatley) Level Five Leadership (jim collins) Leaders as catalyst of change - warren bennis, james kouzes and barry posner, stephen covey Leaders as strategic visionaries - peter senge (systems thinking and learning organization Leadership and Spirituality - fullan,moxley, zohar, nelson ,frye

Reflection 5
Looking at test 6- what are the leadership factors am I most comfortable with? least comfortable with? Based on Articles 1/2 concerning 2 basketball coaches or 2 CEOs chosen - relate it now to the different leadership factors. Figure out what leadership factors these coaches/CEOs would demonstrate during their life. (cf. Test 6) Discuss your answers with the group. You may also use Article 3 as reference.

What motivate s leaders?

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Attitude reflects leadership

Motivation shapes attitudes

basic basic motivations motivations values values

shape bring about

attitude attitude s s needs needs

behavior behavior s s

Reflection 6
Looking at test 6- what are the leadership motivations am I most comfortable with? least comfortable with? Based on Article 1/2 concerning 2 basketball coaches or 2 CEOs chosen - relate it now to the leadership motivations. Figure out what leadership motivations these coaches/CEOs would demonstrate during their life. (cf. Test 6) Discuss your answers with the group.

What motivates leaders?

need for: achievement affiliation power

good leadership = power > achievement > affiliati

Lasallian Leadership
what did I learn so far?

Reflection 7
Looking at handout 2 - there are traits, behaviors, functions, motivations, styles, factors etc that are part and parcel of what Lasallian leadership is all about. Figure out what connections and inferences can you draw from the handout and what you have learned so far Discuss your answers with the group.

ministry CONTEXT PARC country community vision traditions culture ethics spirituality functions behavior s

skills

styles

predisposition s motivation traits faith faith service service communion communion

Personal Leadership Brand

be yourself + more with skill

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why should anyone be led by you?

predisposi predisposi tions tions traits traits motivation motivation s s

+ +

functions functions skills/beha skills/beha viors viors styles styles

Personal Personal Brand Brand of of Leadership Leadership faith faith service service communio communio n n

vision vision ethics ethics spirituality spirituality

ll a a m m s s a a s s ll s s ll ii o o a a n n n n

ii

ii

1. Establishing the Desired Results

Customers/Clients: who are they? what do they expect from you? what service are you offering them? Stakeholders: who are they? what do they expect from you? what can you do together to meet the needed expectations? what outcomes do you wish to complete together? what do they need from you? Organization: how can your team help execute on its strategy?

sample
Customer/Client: marginalized youth in town A, Pakistan; provide catechetical formation and leadership capabilities Stakeholders: Brothers, trainors, catechists, parish community, parents; organize groups according to roles/responsibilities in view of providing catechetical formation and leadership capabilities Organization: the team will define their expectations and delegate responsibilities according to competencies

2. Decide what you wish to be known for? Choose 2-3 important

traits/motivations you wish to be known for? Choose 2-3 important capabilities, functions, styles, behaviors you wish to be known for? Choose 2-3 factors from the transformational leadership you wish to be known for? OR: Choose 6-8 words/phrases that you wish to be known for.

use the 6 words/phrases to reflect your desired identity

3. Define your identity

what you wish to be known for plus how do you wish to get your act together experiment with many combinations with the 6 words/phrases

Sample
collaborative independent deliberate innovative results-oriented strategic

independently innovative deliberately collaborative strategically results oriented

4. Construct your leadership brand statement

I want to be known for being ____________ so that I can deliver _________.

**You may draw a visual representation if you wish

sample
I want to be known for being independently innovative, deliberately collaborative, and strategically results oriented so that I can deliver effective educational outcomes for the catechetical formation and leadership capabilities in town A, Pakistan.

Is this the brand identity that best represents who I am and what I can do? If you lived this declaration of leadership, would you see yourself as successful? Are you willing to tell others that this is your personal leadership brand?

Critiquing

Is this brand identity something that creates value in the eyes of my organization and key stakeholders? Is this something that is needed?

Critiquing What risks am I taking by

exhibiting this brand? What will the brand keep you from understanding and doing? Can I live this brand? Do you have the ability to translate the qualities you articulate in your leadership brand statement into day-to-day behavior? Can you make specific time commitments to live the leadership brand you espouse? Can you translate it into the decisions and choices you make?

Make it real by sharing it with others and inviting feedback from them

Leadership Brand

Brands evolve and are dynamic - make sure you grow in maturity and selfawareness A brand is like your signature Leadership brand is a calling

Leadership as a calling
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Integration
a lifelong endeavor = study, practical application, field experience, insights technical eclecticism approach theoretical integration approach common factor approach leadership as an art (creative synthesis) and a science (rigorous discipline)

Variations of Contingency Theory

Hersey and Blanchard (1977) Path Goal Leadership Theory (Robert House, 1971) Multiple Linkage Model (Gary Yukl, 1981, 1989) Leadership Substitutes Theory (Kerr and Jermier, 1978) Normative Leadership Theory (Vroom and Yetton)

Limitations of the Trait Theory focused on the leader per se and have

minimized the impact of the followers and the situation assumed leadership was innate; cause and effect were not addressed failed to account why certain leaders would be effective in certain situations yet not in others it presumes that traits are stable across time; universal traits? failed to offer a guideline for leadership development not an exact science, e.g., measurement of

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What does leadershi p look like?

Why should anyone be led by you?

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behaviors functions traits styles motives cognitive

Faith Faith Service Service

personal

interCommu Commu personal

nion nion