Strategy and Leadership PV237
Ing. Michala Kozinova, MBA.
Leadership
Strategy and Leadership PV237
Leadership Theories
Who leaders are / What leaders do /
Under what circumstances
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Traits – outcomes from brainstorming
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Behaviors – outcomes from brainstorming
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Situational Leadership – taking on
multiple factors based on circumstances
Traits Theory
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Effective leaders posses
a similar set of qualities
and characteristics
●
e.g. Leaders are taller,
more confident, and
have greater physical
stamina than non-leaders
●
Leaders are born, not
made
Leadership Traits
✔
Ambition and energy
✔
The desire to lead
✔
Honesty and Integrity
✔
Self-confidence
✔
Intelligence
✔
High self-monitoring
✔
Job-relevant knowledge
Do not worry! There is no evidence of cause and effect of traits and leadership
Behavioral Theories
●
Control based:
- Autocratic
- Democratic
- Laissez-faire
White and Lippit (1983) research in a boy’s club:
The group was most productive under autocratic leader, but the leader had to be
there, else the work stopped.
Democratic style was the most popular and the most consistent in both quality
and productivity.
Laissez-faire scored poorly in all aspects in this study, but it can work well there
where the members of the group are clear about their objective and their task.
Leaders
control
Employees
control
Autocratic Laissez-faire
Behavioral Theories
●
Concern based
Two central leadership behaviors bring success:
●
Initiating structure (Concern for production)
The degree to which the leader structure the roles of the
followers by setting goals, deadlines, assigning tasks, and
giving directions. Primarily affects subordinates’
performance.
●
Consideration (Concern for people)
The degree to which the leaders is friendly and
approachable. Primarily affects subordinates’ job satisfaction.
Behavioral Theory
Blake&Mouton Leadership Grid
Source:LeadershipDilemmas–GridSolutions
RobertR.BlakeandAnneAdamsMcCanse.1991
Concernforpeople
Concern for production
Who is your colleague/ boss?
Least Preferred Co-worker scale
●
Concern for production leadership style
Leaders that are task oriented typically describe their
least preferred co-worker in rather negative terms.
●
Concern for people leadership style
Relationship oriented leaders describe even their least
preferred co-worker in positive terms.
Situational Leadership Contingency
Theory
●
Authority/Autonomy is contingent of four variables:
- the leader
- the led
- the task
- the context
Contingency theories of Leadership
●
The Leader
The theory says that leaders’ ability to flex their style is relatively limited.
Things to check before you join in:
→ Be aware of your style
→ Be aware of the extent to which you are able and willing to adjust
→ Are people you will be working with compatible with your style?
→ Is the task?
→ How much freedom will you have in the given company culture?
Contingency theories of Leadership
●
The Led
As leaders, what would you
do with each category?
Contingency theories of Leadership
●
The Task
What are the characteristics of a task that enable more relaxed leadership style?
Contingency theories of Leadership
●
The Context
What can you do in case the company culture / the context is not compliant with your style,
with what your people need, with the task requirements?
Situational Leadership Contingency
Theory
●
Authority/Autonomy is contingent of four variables:
- the leader
- the led
- the task
- the context
Autority Autonomy
Situational Leadership Contingency
Theory
●
Authority/Autonomy is contingent of four variables:
- the leader
- the led
- the task
- the context
Autority Autonomy
Situational Leadership Contingency
Theory
●
Authority/Autonomy is contingent of four variables:
- the leader
- the led
- the task
- the context
Autority Autonomy
Situational Leadership Contingency
Theory
●
Authority/Autonomy is contingent of four variables:
- the leader
- the led
- the task
- the context
Autority Autonomy
Situational Leadership Contingency
Theory
●
Fielders' Contingency Theory (1953): group
performance depends on leader's psychological make-up,
as well as group atmosphere, task, and the leader's
power position
●
Hickson’s Strategic Contingency Theory (1971)
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Hersey & Blanchard's situational theory (1970s
and early 1980s)
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Vroom and Yetton's decision participation
contingency theory (1973): decision quality,
acceptance by the audience, amount and quality of
information available to leader, integrity of hierarchy
Leadership Styles
●
Transactional Leaders
Leaders who clarify goals, roles, and responsibilities,
typically meet their deadlines within their budget and
in the expected quality.
●
Transformational Leaders
Leaders who generate awareness and acceptance of
group’s purpose and get employees see beyond their
own needs for the good of the group. They make their
followers believe they are a vital part of the
organization. Their teams typically overperform.
Leadership Styles
●
Transactional Leaders
Reward for performance
Management by exception: searches for
deviations and corrects them
Leadership Styles
●
Transformational Leaders
Idealized Influence: Provides vision and sense
of mission, instills pride, gains respect and trust
Inspiration: Communicates high expectations,
uses symbols to focus effort, expresses important
messages in simple ways
Intellectual Stimulation: Promotes intelligence,
rationality, and careful problem solving
Individualized Consideration: Treats people
individually, CARES, coaches, advises
The surprising truth about what
motivates us
●
https://www.youtube.com/watch?
v=u6XAPnuFjJc
Assignment 5
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Submit decision Glo-bus strategic
simulation game round
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Submit your leadership story