1. THEORIES OF LEADERSHIP “Leadership is ACTION, not position.” Donald H. McGannon

2. Trait Theory of Leadership This theory states that great leaders are born, not made. It assumes that people have personality traits that make them perfect candidates for leadership. A summary of the personality traits of leaders vs. non-leaders: Drive and ambition The desire to lead and influence Honesty and integrity Self-confidence Intelligence In-depth technical knowledge Possessing certain personality traits only makes it more likely that an individual can become an effective leader

3. Personality Theory of Leadership This theory states that people have certain strengths and prefered behaviours that will help them excel as a leader. A personality typing test was developed from this theory called “True Colors”. According to “True Colors,” there are four distinct personality types.

4. Personality Theory of Leadership Four Personality Types: yellow (gold), green, orange, blue Organized Like structure & rules Very dependable. Curious Innovative Problem solvers Active Fun loving Adventuresome Warm & empathetic Strong communication Strive for harmony

5. Personality Theory of Leadership We usually have a preferred way of functioning (i.e. Displaying traits from a specific color) However, we are all a blend of all four types and thus, we can function from each perspective when necessary It is important to understand all the types to capitalize on your strengths and build on your weak areas.

6. Behaviour Theory of Leadership Behaviour theories of leadership stem from the belief that leaders are born, not made.

7. Behaviour Theory of Leadership Two distinct leadership dimensions Task orientation leadership– Emphasis on achieving performance goals Relationship orientation leadership – Emphasis on interpersonal relationships Low Task Behaviour High High task and low relationship Low task and low relationship High relationship and high task High relationship and low task High Relationship Behaviour Low

8. Comprehensive Theory of Leadership The comprehensive theory of leadership stipulates that leadership success is a function of the leader’s behaviour, the group members’ characteristics and situational factors A change in any element affects the outcome or effectiveness of leadership A leader needs to be sensitive to the characteristics of each group member Telling (Members are unable and willing) Delegating (Members are able and willing) Selling (Members are unable and unwilling) Partying (Members are able and unwilling/apprehensive) Low Task Behaviour High High Low Relationship Behaviour Low

9. Group Member Characteristics A task-oriented leader will bring out the best in group members who: Have low affiliation needs Have a high need to achieve goals Accept authority Like careful, detailed planning Prefer material rewards A relationship-oriented leader will bring out the best with members who: Seek opportunities to socialize Have low achievement needs Are independent thinkers Tolerate ambiguity Prefer intrinsic rewards

10. Situational Factors: A relationship-oriented leader will excel when:  The task is unstructured  The degree of stress is low  Roles are unclear or flexible  The group is small  Time constraints are loose A task-oriented leader will excel when:  The task is structured  The degree of stress is high  Roles are clearly defined  The group is large  Deadlines must be met.

11. Situational Theory of Leadership This theory was developed by Paul Hersey who states that there is no single “best” style of leadership The most successful leaders are those who can adapt their leadership style to each individual or group they are working with. Effective leadership will vary with the person or group that is being influenced, but it will also depend on the task or job that needs to be accomplished.

12. Situational Theory of Leadership Leadership styles range from highly autocratic (directive) to highly laissez-faire The most effective leadership behaviour depends on the followers’ ability and motivation AUTOCRATIC………………………….………………..DEMOCRATIC……………………………………………..LAISSEZ-FAIRE Leader-Centred Follower-Centred Leader permits group to function independently within set limits. Leader defines limits and asks group to make decision. Leader presents problem, welcomes suggestions, makes decision. Leader makes tentative decision subject to input from group Leader presents decision and invites feedback. Leader makes decision and “sells” it. Leader makes decision and announces it.

13. Task-oriented leader who makes all decisions Directs the group by command or request Effective when: the group needs complete direction, (members are novices and respect the leader’s superiority) the group is unable to work through a group decision-making process there is a crisis (well-suited to medical or military situations) Autocratic (Directive) Leadership Style

14. Democratic (Participative) Leadership Style 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

15. Laissez-Faire Leadership Style Leader is informed but steps back from decision making and acts as a resource Effective when the group has become competent and is functioning well Leader does not abandon the group but instead retains responsibility for seeing that it continues to function

16. Benevolent Dictator Asks group members for advice, puts on a show of considering their feelings and opinions, but then makes own administrative decisions Initially viewed quite favourably Eventually resentment sets in Leaders with this style do not normally last long

17. Can Leadership Be Learned?

18. Leadership can be learned through experience It is a lifelong day-by-day learning process built on continued self-examination, introspection and self- searching honesty People need to refine their strengths and improve their weaknesses Although many leadership skills can be learned in the classroom, practical experience is necessary