Managersarepeoplewhodo

thingsright.Leadersarepeople
whodotherightthings

LEAD
LISTENING
ENTHUSIASME
ARGUMENTING
DIRECTING

Whydoweneedleaders?
Incompleteorganisational
structure
Externalchange
Internalchange
Motivate,inspireandinfluence

Leadershiproles
Policyissues,strategicdecisionmaking&
structuralchange[Origination=topmanagers
onsystemlevel]
Interpretstrategicdecisionsanddesign
methodofimplementation[Interpolation=
intermediatelevelmanagersonsubsystem
level]
Implementpoliciesandproceduresefficiently
[Administration=lowerlevelmanagerswith
knowhow]

Approachestoleadership[100years]
traitsapproach
Behaviouralapproach
Situationalapproach

Earlytheoriesofleadership:
TraitstheoriesorGreatMan
theories
Traittheoriesareabout"Whoisaleader?The
theoriesidentifycertainpersonalitytypesand
concernwellknownpersonalitieswhopossess
distinguishedinnatecharacteristic,orjustwere
attherightplaceattherighttime.Examples:
Ghandi,Churchilletc.

TheGreatManTheory
Traits:Physicaltraits,
intelligence,personality
traits
Stogdill(1948):revised
124studiesofleadership&
foundonly3attributesfor
mostleaders:
Height
Intelligence
Initiative

Whoisyourleader?
Lordetal(1984)
foundthatgroup
ascribedtoleaders3
attributes:
Intelligence
Dominance
Masculinity

Changesbetween1948and1984
McCare,RobertR.
(2000):Trait
Pychologyandthe
RevivalofPersonality
andCultureStudies
Whatarethese
changesbasedon?
PEAK

Leadersbehaviours

Stogdill&Coons(1957)
identified9dimensionsof
behaviour:
1.
2.
3.
4.
5.
6.
7.
8.
9.

Initiation
Membership
Representation
Integration
Organization
Domination
Communication
Recognition
Production

P
K
E
A

Factoranalysisofthe9
dimensionsgave2largefactors
Consideration
Helpingsubordinates
Doingfavours
Explaining

InitiatingStructure
Gettingsubordinatesto
followrules
Settingperformance
standards
Makingrolesexplicit

P
K
E
A

Behaviouraltheories[styles]:
Whattheleaderdoes
ratherthanwhotheleaderis

Thewaysomeoneperformsthetask:
CharismaticTheory
Authoritarian
Democratic
LaissezFaire
TaskvsRelationship(Blake&Mouton)

Autoritarianstyles

Strongcontrol
Dominance
Orderstobefollowed
Directionsarecommands
Criticismiscommon

Democraticstyle

Participativeandlesscontrolling
Controlissharedbythegroup
Stimulationandquidanceinsteadofcommands
Groupresponsiblityfortheoutcomesisbasedon:
Activeparticipation
Responsibilityforoneselfandforthewelfareofthegroup
Concernandconsiderationforeachgroupmember

LaissezFaire

inactive,passive,nondirectional
Lackoflimits
Controlislefttothegroup
Independentnoncoordinatedactivities
Highlyselfdirected,motivatedandselv
organisedgroupscouldherebecomehighly
creativeandproductive

Taskvs.relationship
[Blake&Mouton]

Taskorientedleader:
Gettheworkdoneandencouragegroupproductivity.

RelationshiporientedLeader
Secureinterpersonalrelationshipsthroughactivitiesthat
meettheneedsofgroupmembers

Thetaskandrelationshiporientationsarebipolar.
Theleadercanbehighinonescaleandlowon
another.Itisalsopossibletobalancebetweentask
andrelation.

Tannenbaum&Schmidt