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Leadership Theory and Practice
Leaders and Managers
Managers do the Things Right
Leaders do the Right Things
BUT
Historical Development of Leadership• War Theory - Sun Tzu’s treatise - ‘by one who aspires to be a leader in war management, for the eyes of a leader in state governance’
• Great Man Theory - study of already great leaders, often aristocracts -led
to the idea that leadership comes from breeding
• Grid Theory - said Leaders may be concerned for their people and also
have some concern for the work to be done
• Style Theory - identified four main styles of leadership; Exploitive authoritative, Benevolent authoritative, Consultative, and Participative,
• Path/Goal Theory - said Leaders encourage followers by making the path
easy, removing roadblocks, and increasing rewards
• Servant Theory - said servant Leaders put other people's needs,
aspirations and interests above their own • Transformational Theory - defined Leadership in terms of how the leader affects followers
Autocratic/Democratic styles
Tell
Sell
Consult
Join
Task and Process styles
Concern for task
Concern for process
0 1 2 3 4 5 6
6
5
4
3
2
1
3-D Styles
missionary compromiser
deserter autocrat
developer executive
bureaucratbenevolentautocrat
relationshiporientation
taskorientation
effectiveness
Action-centred Leadership
TEAM
TASK
INDIVIDUAL
Servant Leadership -Ten characteristics
1. Listening 2. Empathy3. Healing4. Awareness5. Persuasion6. Conceptualisation 7. Foresight8. Stewardship9. Commitment to the growth of people10. Building community
Transformational Leadership Articulate a compelling vision of the future
Use stories and symbols to communicate their vision
Specify the importance of strong sense of purpose and collective mission
Talk optimistically and enthusiastically and express confidence about goals
Engender the trust/respect by doing the right thing and not doing things right
Instil pride in employees for being associated with them
Talk about their most important values and beliefs
Consider the moral and ethical consequences of decisions
Seek different perspectives when solving problems
Get employees to challenge old assumptions and think in new ways
Spend time teaching and coaching
Consider each individual employee’s different needs, abilities and aspirations
Be compassionate, appreciative and responsive, recognising employee’s achievements
Leadership Paradox
Total Ego No Ego
Autocrat
Leader
Ambiguity
Delegator
Manager
Perfection
Oral Written
Complexity Simplicity
Big Small
Patient Impatient
Leading in Situations
Tell – fundamental strategy decisions or emergencies
Sell – situations where decisions need to be sold to employees
Consult – difficult personnel issues which need negotiations
Join – changing organisational climate/behaviour
Transforming through Leadership
1. Developing and providing a Vision
2. Giving Meaning to the vision
3. Enabling Trust and Belief
4. Having Self-awareness