Module 3: Theories and Models (Part 1)

1. Trait Theories

2. Behavioral Theories

3. Contingency or Situational Theories

division of early leadership theories.

Trait Theories

focused on leader traits; leaders were born, not made; assumes that a person must have certain innate abilities or personality traits.

1. Great Man Theory

2. Trait Theory

3. Individual Characteristic Theory

divisions of trait theories.

Great Man Theory

assumes that the capacity for leadership is inherent, that great leaders are born and not made; heroic, mythic and destined to rise in leadership.

Trait Theory

assumes that people inherit extraordinary qualities and traits suited to leadership; born with special traits for leadership.

Positive Traits

brings people to progress, transcend own traits to people to become positive leaders, cheerful, forgiving, intelligent, charismatic.

Negative Traits

take people to distraction, destroy rather than build.

1. Intelligence

2. Dominance

3. Self-Confidence

4. Activity Level and Task Knowledge

higher on leaders than non-leaders.

1. Emotional Stability and Composure

2. Admitting Error

3. Good Interpersonal Skills

4. Intellectual Breadth

traits of a leader by Reeves, 2001.

Individual Characteristic Theory

traits determine whether or not a person can be an effective leader; distinctive physical and psychological individual characteristics.

Behavioral Theories

what the leaders did and act than who the leader is; actions of the leaders and not their mental qualities.

Kurt Lewin

proposed that the worker’s behavior is influenced by interactions between the personality, the structure of the primary work group and socio-technical climate of the workplace.

Field Theory of Human Behavior

by Kurt Lewin; believed that people act the way they do depending on self-perceptions and their environments.

1. Unfreezing

2. Changing/Change Occurs

3. Refreezing

change undergoes three stages; proposed by Kurt Lewin.

Stage 1: Unfreezing

overcoming inertia and dismantling the existing “mind set”; defense mechanisms have to be bypassed.

Stage 2: Changing/Change Occurs

period of confusion and transition; old ways are being challenged but there is no clear picture to replace them with.

Stage 3: Refreezing

the new mindset is crystallizing and one’s comfort level is returning to previous levels.

Chris Argyris

sought to study the way people in organizations act and react with each other; studied the patterns of reasoning that explains one’s behavior.

Single-Loop Learning

most common learning style, problem solving.

Double-Loop Learning

more than problem solving, this learning style reevaluates and reframes goals, values, etc.

1. Governing Variables

2. Action Strategies and Techniques

3. Results and Consequences

stages of double-loop learning.

Alvin Toffler

known for his works discussing the digital revolution, communications, revolution, cooperate revolution, and technological singularity.

Third Wave

post-industrial society and age of information and knowledge.

Rensis Likert

developed likert scales and linking pin model.

Likert Scales

five scale measurement tool to determine the level of agreement and disagreement of a responded to a set of questions.

Linking Pin Model

concept of ideal work relationship of workers in an organization; social interaction between different work units.

1. Exploitative-Authoritative

2. Benevolent-Authoritative

3. Consultative

4. Participative

likert’s four types of management system approach.

Management System Approach

gave special attention to the impact of leaders’ behavior on worker motivation and the performance of groups.

Exploitative-Authoritative

least effective performance; managers show little confidence in staff and ignore their ideas; management uses fear and threats.

Benevolent-Authoritative

manager is condescending to staff; staff are sometimes sought but they do not feel very free to discuss their jobs with the manager.

Consultative

manager has substantial confidence in staff; their ideas are usually sought and they feel free to discuss their work.

Participative

associated with the most effective performance; managers have complete confidence in their staff.

Robert R. Blake & Jane Mouton

developed the managerial grid model.

Managerial Grid Model

attempts to conceptualize management in terms of relations and leadership style.

1. Concern of Task/Production

2. Concern for People

two behavior dimensions of managerial grid model.

Concern of Task/Production

the leader cares little about people and operates in fear of something going wrong.

Concern for People

the leader cares little about productivity and operates wholly from a desire to be loved and approved of.

Impoverish Style (1, 1)

low concern for both people and production; avoid getting into trouble; main concern is not to be held responsible for any mistakes.

Country Club Style (1, 9)

high concern for people and low concern for production; attentive to people’s needs, developed satisfying relationships and work culture.

Produce or Perish Style (9, 1)

high concern for production, low concern for people; concentrates on achieving results.

Middle-of-the-Road Style (5, 5)

balance between company goals and worker’s needs; compromiser who wants to maintain the status quo and avoid any problems.

Team Style (9, 9)

rely heavily on making employees feel as a constructive part of the organization; pays high concern on both people and production.

Contingency/Situational Theories

different situations demand different types of leadership.

Situation

set of values and attitudes with which the individual or group has to deal in a process of activity.

Contingency

the leadership style would be dependent on the situation that a leader is faced at the moment.

Paul Hersey & Kenneth Blanchard

leaders adapt their style depending on follower’s development style or maturity; based on how ready and willing the follower is to perform required task.

S1: Directing/Telling Leaders

leader defines the roles and tasks of the follower, supervises them closely; decisions are made by the leader.

S2: Coaching/Selling Leaders

leader still defines role and tasks, but seeks ideas and suggestions from the follower.

S3: Supporting/Participating Leaders

leader passes day-to-day decisions, such as task allocation and proccesses, to the follower.

S4: Delegating Leaders

leaders are still involved in decisions and problem-solving, but control decision is with the follower.

Fred Fiedler

leaders’ personal characteristics are stable, so is leadership style; developed Fiedler Contingency Model.

Fiedler Contingency Model

believed that there is no single approach that could provide an adequate solution; focused on the personality and relationship between the leader and group members.

Task-Oriented

leadership style of fiedler contingency model.

1. Leader-Member Relation

2. Task Structure

3. Position Power

three aspects of the situation that needs to be considered.

Leader-Member Relation

how well the manager and workers get along.

Task Structure

how the nature of the job to be done is highly strucutred or fairly unstructured.

Position Power

hoe much legitimate authority does the leader-manager possess.

Victor Harold Vroom and Yetton

suggested that the selection of a leadership style will determine decision-making.

Robert House

proposed the path-goal theory of leadership.

Path-Goal Theory of Leadership

leader can affect the performance, satisfaction, and motivation of a group through rewards, clarification of path to goals and removal of obstacles in work performance,

Directive Leadership

specific advice is given to the group and ground rule and structures are established.

Supportive Leadership

good relations are promoted with the group and sensitivity to subordinates’ needs is shown.

Participative Leadership

decision making is based on consultation with the group and information is shared with the group.

Achievement-Oriented Leadership

challenging goals are set and high performance is encouraged while confidence is shown in the group’s ability.

Transactional Leadership

leader functions as caretaker and sets goals for the followers; focus on maintenance and management of ongoing and routine work.

Contingent Reward

uses rewards or incentives to achieve results when expectations are met.

Management by Exception

uses correction or punishment as a response to unacceptable performance or deviation.

Active Management by Exception

uses active monitoring of the work performance and uses corrective methods.

Laissez-faire Leadership

leader is indifferent and has hands-off approach toward workers and performance.

Transformational Leadership

most effective and beneficial leadership behavior to achieve long-term success and improved performance.