Leadership

Trait Theory

Trait Theory

Great leaders are born, not made.

Drive and ambition; desire to lead and influence; honesty and integrity

Possessing certain personality traits only makes it more likely that an individual can become an effective leader

Personality Theory

We usually have a preferred way of functioning.

Because we are all a blend of the four types, we can function from each perspective when necessary

Important to understand all the types to capitalize on your strengths and build on your weak areas

Gold type

organized, like structure & rules, very dependable

Green type

curious, innovative, problem solvers

Orange type

active, fun loving, adventurous

Blue type

warm & empathetic, strong communication, strive for harmony

Behavioural theory

Great leaders are made not born

two distinct leadership dimensions

bridges gap from trait theory

Task orientation leadership

emphasis on achieving performance goals

will bring out the best in group members who: low affiliation needs, accept authority, careful detailed planning, prefer material rewards

Relationship orientation leadership

emphasis on interpersonal relationships

will bring out the best in group members who: seek opportunities to socialize, have low achievement needs, independent thinkers, tolerate ambiguity, prefer intrinsic rewards

Situational theory

The most effective leadership behaviour depends on the followers’ ability and motivation

Autocratic (Directive)

Task-oriented leader who makes all decisions

Directs the group by command or request

Effective when:

-the group needs complete direction

-the group is unable to work through a group decision-making process

-there is a crisis

Democratic (Participative)

Group members contribute to the overall organizational goals

Key attributes:

-group goal setting = team management

-open negotiation

-delegation of control over own performance

-sharing of the team’s successes and failures

Value placed on achieving consensus

Leader retains right to make final decision if disagreement persists

Laissez-Faire

Leader is informed but steps back from decision making and acts as a resource

Effective when the group has been competent and is functioning well

Leader does not abandon the group but instead retains responsibility for seeing that it continues to function

Communication

sending a message to a receiver

Filtering

when the sender of a message purposely communicates information that they think will be viewed favourably by the receiver (telling someone what you think they want to hear)

Defensiveness

when individuals are feeling threatened they react in a manner that hinders their ability to understand any form of communication, often in aggressive manner

Selective attention

individuals receiving a message see and hear things based on their own needs, experiences, and motivations. We see what we want to hear if it backs up what we believe in

Information overload

people invariably resort to weeding out, ignoring, tuning out, forgetting and passing over information that they normally would have read or thoughtfully considered

Differing gender styles

Current research indicates that men and women use oral communication for very different reasons. Men talk to emphasize status, women talk in an attempt to make a connection

Poor listening skills

This is likely because active listening is hard work- it is much more tiring than talking. Listening involves an active search for meaning, whereas hearing is passive

Physical or environmental barriers

-Receiver has a hearing impairment

-Outside in the bright sunlight

-Windy or noisy situations

Body Language

A verbal message that is contradictory to your body language many also distract or confuse communication.

Upward Communication

-flows from a lower to a higher level in organization

-helps the leader stay informed about team members’ goals, performance efforts, feelings, morale, and organizational concerns in general

-provides the leader with suggestions that have the potential to improve the group’s overall effectiveness

Downward Communication

-leaders communicating to their followers or coaches instructing their athletes

-used to assign goals, provide job/skill instruction, provide performance feedback, and point out problems that are in need of attention

Lateral Communication

-among members at the same organizational level

-to save time and facilitate coordination

-if the group decides in advance about chosen approach to a problem, this can then be communicated to the leader with a feeling and showing of solidarity

-serve a role in team bonding

Time managment

person’s ability to effectively allocate their time in and resources in order to achieve personal objectives

Interpersonal

conflict between two or more individuals, where each holds an opposing view

Intrapersonal

internal conflict, having to make tough decisions on own

Inter group

when entire groups are in conflict with each other

Intra group

when a group is split on an issue