Next page 3d leadership theories traits drive honesty

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qualities include rational, persists, solves, analytical, structured, stabilizes, and position power.Next Page3D. Leadership TheoriesTraits – drive, honesty and integrity, self-confidence, intelligence, and knowledge (traitsare supposed to differentiate leadersfrom non-leaders).Behaviors – two-dimensional models: Ohio State, Blake and Mouton’s Leadership Grid, Michigan Studies.Contingency – Fiedler (traits), Hersey and Blanchard (behaviors).Next PageClassical Leadership Theories
Early trait theoriestried to explain leadershipin terms of certain personal characteristics.The great man approachstudied leaders who had achieved greatness and attempted to determine what made them great and extrapolated the model to explore people with similar traits.The physical, social, and personality-oriented traitswere posited as universal and applicable to any situation. Thus, stamina, energy,education, mobility, decisiveness, judgment, knowledge, and intelligence were considered universal traitsof leaders.Limitation: Traits may indicate potential. They do not guarantee success.Next PageClassical Leadership TheoriesOhio State modellooked at leader behavior along two dimensions:Initiating Structurereferred to behavior aimed at accomplishing tasks– directing, controlling, emphasizing timelines.Considerationreferred to behavior towards people– being mindful, establishing trust, having open communication, and nurturing teamwork.The 2 x 2 model gives rise to four quadrants of behavior.
Next PageClassical Leadership TheoriesBlake and Mouton’sleadership grid also looked at two dimensions:Concern for results(similar to task) and Concern for people.Specific names were given to the leadership styles. For instance, a high concern for people along with a high concern for results is called Team Management.
Besides the four extremes, a middle-of-the-roadcategory was included to suggest that one could be “average” along both dimensions.
Next PageClassical Leadership TheoriesMichigan Studiesplaced leadership on a continuum– with job-centered leadersat one end and employee-centered leadersat the other.These two were considered either / or. In other words, the model argued that a leader could not be bothjob-centered and employee-centered.Today, we know that the either / or proposition is not valid.Next PageClassical Leadership Theories
Fiedler’s Contingency Modelidentified situational variables– leader-member relations, task structure, and position power – and tried to posit traits or styles appropriate for each.Thus, we see that no style is appropriate for all situations.A task-oriented styleworks well in octants 1, 6, 7, and 8.A relation-oriented styleworks well in octants 2, 3, 4, and 5.A graphic showing the relationship between leader-member relations, task structure and position power creates a favored style of leadership focus. For example a low leader-member focus with a low task structure and a low position power favors a task style of leadership. If you change the position power to high the favored style of leadership is relational. A low leader-member relations with a

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