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Team 5 Silvana Szpoganicz Matthew Cox Kathryn M. Holmes Yacine Omichessan Adam O'Shea Yun Wang.

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Presentation on theme: "Team 5 Silvana Szpoganicz Matthew Cox Kathryn M. Holmes Yacine Omichessan Adam O'Shea Yun Wang."— Presentation transcript:

1 Team 5 Silvana Szpoganicz Matthew Cox Kathryn M. Holmes Yacine Omichessan Adam O'Shea Yun Wang

2 Outline  Leadership styles  Democratic  Delegative  Autocratic  Leadership theories  Behavioral  Trait  Situational

3 Leadership Style  Democratic Style  Delegative Style  Autocratic Style

4 Leadership Style – Democratic  Relies heavily on the leader functioning as a facilitator.  Employees have the chance to become part of the team identifying essential goals and engages employees to contribute to the decision- making process.  Not an efficient use of time. Allowing input from every team member can lead to untimely decisions.  Most suitable where team working is essential and quality is more important than speed to market or productivity.

5  Leaders allow employees to make their own decisions.  Shows employees that managers trust their decisions and have confidence in them. Leadership Style – Delegative  When overly used, it can make managers lazy and increase stress levels of employees.  Most effective when group members are highly qualified.

6 A leader exerts high levels of power over his or her employees. All decision making powers are centralized in the leader as shown such leaders are dictators. Leaders don’t entertain any suggestions or initiatives from subordinates. Leadership Style - Autocratic Permits quick decision making as only one person decides for the whole group. Applicable in prison, military, other structures organizations.

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10 Leadership Theory  Behavioral Theory  Trait Theory  Situational Theory

11 Leadership Theory - Behavioral  The belief that great leaders are made, not born.  Easier to teach and learn than to adopt the more ephemeral “traits” or “capabilities.”  People can develop skills that make them leaders.  Believe that people can improve leadership through dynamic processes.

12 Leadership Theory - Trait  Leaders inherit certain qualities and traits that make them better suited to leadership.  Very early attempt to quality leadership: People are born to be leaders.  Lost popularity in the 40’s and 50’s after qualitative review of existing studies and later the rise of situational leadership theory.  Reemerges due to the advances in statistical research approaches.

13 Leadership Theory - Trait Criticisms  Without strong conceptual models it is difficult to apply.  Focuses on a small set of individual attributes while neglecting important ones like social skills, expertise, motives, values and problem solving skills.  Does not answer how common leadership attributes factor into the wide variety of behaviors seen in effective leaders.

14 Leadership Theory - Situational  Leaders choose the best course of action based upon situational variables.  Different styles of leadership may be more appropriate for certain types of decision making.  Strongest leader is one that adapts of maturity level of the group they are trying to lead.  Effective leadership varies, not only with the person or group being influenced, but it will also depend on the task, job or function that needs to be accomplished.

15 Leadership Theory - Situational Two types of Activities in this model:  Directive: establishing/clarifying roles, responsibilities, setting deadlines, goals and procedures  Supportive: problem solving, asking for input, sharing info, praising, listening Four types of situational leadership styles  Directive/Telling – leader defines the roles of the individual or group and provides the what, how, when, and where to do the task  Coaching/Selling – leader explains decisions, provides direction, using two- way communication so individuals by into the process/task.  Supportive/Participating – solicit input/Share decision making.  Delegating – leaders are still involved in decisions, but empowers employees to make decisions and complete task.

16 Leadership Theory- Situational  Developed by Paul Hersey and Ken Blanchard.  Center for Leadership Studies –  Most widely used Leadership theory in fortune 1000/500 companies. Criticisms:  Dependent on a strong leader making the ‘right’ decision  Unclear Definition of Maturity and Development Models  Impractical to diagnose and adapt the ‘best’ leadership style for each individual employee relationship

17 Conclusion  Leadership styles  Democratic  Delegative  Autocratic  Leadership theories  Behavioral  Trait  Situational

18 Q&A

19 Bibliography Bird, C. (1940). Social Psychology. New York: Appleton-Century. Blanchard, K. H., Zigarmi, P., & Zigarmi, D. (1985). Leadership and the one minute manager: Increasing effectiveness through situational leadership. New York: William Morrow. Hersey, P., & Blanchard, K. H. (1993). Management of organizational behavior: Utilizing human resources (6th Ed.). Englewood Cliffs, NJ: Prentice Hall. Hersey, P., Blanchard, K. H. & Johnson D. E. (2000). Management of Organizational Behavior Hersey, P. & Blanchard, K. H. (1984) The Situational Leader. Center for Leadership Studies. Kenny, D.A. & Zaccaro, S.J. (1983). An estimate of variance due to traits in leadership. Journal of Applied Psychology, 68, Mann, R.D. (1959). A review of the relationship between personality and performance in small groups. Psychological Bulletin, 56, Schaeffer, L. D. (2002) The Leadership Journey, Harvard Business Review Stogdill, R.M. (1948). Personal Factors Associated with Leadership: A survey of the literature. Journal of Psychology, 25, Tannenbaum, R. & Schimidt, W. H. (1973) How to Choose a Leadership Pattern, Harvard Business Review Zaccaro, S. J. (2007). Trait-based perspectives of leadership. American Psychologist, 62, 6-16


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