1. Contemporary Leadership Styles
grid, contingency, transactional,
transformational, servant theories

2. GRID Managerial Grid Model
Manager’s concern for employees and production
Plots the degree of task-centeredness versus person-centeredness
Initially, 5 leadership styles associated with this type of leadership
Now, 2 more including the element of resilience
GRID

4. Grid The Indifferent or Impoverished Leader
The Country Club or Accommodating
The Status Quo or Middle- of-the-Road
The Dictatorial or Produce, Perish or Control (Similar to Autocratic Leader)
The Sound or Team
TWO EDITIONS:
6. The Opportunistic Style or
OPP
7. The Paternalistic Style or PAT
Grid

5. The Indifferent or Impoverished Leader
These leaders show little concern for employees or production
Preserving their employment
Ineffective
The Indifferent or Impoverished Leader

7. The Country Club or Accommodating
These leaders will go above and beyond for employees
Self-motivated environment
Lack of attention on reaching task goals
The Country Club or Accommodating

9. The Status Quo or Middle-of-the-Road
Balance
Employees are indifferent
Production level is adequate
The Status Quo or Middle-of-the-Road

10. The Dictatorial or Produce, Perish or Control
Focus is mostly on production
Not much concern for employees
Rigid and strict
High employee turnover
The Dictatorial or Produce, Perish or Control

11. The Sound or Team Considered most effective Team environment
High employee satisfaction
Effective productivity
The Sound or Team

13. The Opportunistic Style or OPP (anywhere on grid)
Seek opportunity
Want to reach objectives
Do anything to reach their goals
The Opportunistic Style or OPP (anywhere on grid)

14. The Paternalistic Style or PAT (migrates from top to bottom of grid)
Guide employees
Set goals for themselves and employees
Reward/Punishment
The Paternalistic Style or PAT (migrates from top to bottom of grid)

15. CONTINGENCY Theories of Leadership
Contingency Approach: looking at leadership success in varying situations
Continuum

16. Tannenbaum and Schmidt

17. Fielder’s Contingency Model
Considers:
Quality of leader-member relations (good or poor)
Degree of task structure (high or low)
Amount of power position (strong or weak)
Fielder’s Contingency Model

18. Hersey-Blanchard Situational Leadership Theory (Contingency)
LOOKS AT “READINESS” IN BEHAVIOUR
Hersey-Blanchard Situational Leadership Theory (Contingency)

19. HOUSE’S PATH-GOAL THEORY
Effective leaders set goal
4 leadership style:
Directive
Supportive
Achievement-oriented
Participative
HOUSE’S PATH-GOAL THEORY

20. OTHER CONTINGENCY THEORIES:
Substitutes for leadership
Vroom-Jago Leader-Participation Theory

21. “Often used to describe the approach of managers who apply the insights of the reader-behaviour and contingency theories, particularly the path-goal theory” (532)
Ultimately, leader wants employees to work hard and perform well
Transactional

22. Transformational Leadership
Inspirational leadership
Leaders achieve extraordinary performance
Changing how things are usually done
Transformational Leadership

23. Qualities of Transformational Leaders
Vision
Charisma
Symbolism (celebrating excellence)
Empowerment
Intellectual stimulation
Integrity
Qualities of Transformational Leaders

24. SHARES POWER
PUTS NEEDS OF OTHERS FIRST; NOT THEIR FEELINGS
FOCUS NOT ON LEADER
Servant Theories

25. Qualities of a Servant Leader
Listening.
Empathy.
Healing.
Awareness.
Persuasion.
Conceptualization.
Foresight.
Stewardship.
Commitment to the growth of people.
Building community.
Qualities of a Servant Leader