The second lecture in leadership and people management. If you use the E-Instruction CPS System and have the software that integrates with PowerPoint you will be able to activate the multiple choice questions in the presentation

1. Leadership Development
Master Class
Module 3
The Development of Leadership Theories

2. So what we have is a
lot of focus on task…
and some.
not much on people

3. Delivery Risk
Social –People Focus
Collaboration Risk
Task Focus
The Focus of The Scientific Management Approach

4. But how did the
theories
about leadership
develop over time

5. Sir Francis Galton
One of the earliest leadership theorists
Wrote “Hereditary Genius” pub. 1869
Believed leadership qualities were genetic
This theory assumes physical and psychological
characteristics account for effective leadership
Basic intelligence
Clear and strong values
High personal energy
Leadership Trait Theory

6. Edwin Gheselli identified six traits for
effective leadership:
Need for achievement
Intelligence
Decisiveness
Self-confidence
Initiative
Supervisory ability
Leadership Trait Theory

7. Examples of application
of Trait Theory

8. Paul Von Hindenburg
First Chancellor of Germany, post WWI
Used the trait theory for selecting and developing
military leaders
Primary qualities for leadership ability
Intelligence (bright vs. dull)
Vitality (energetic vs. lazy)
Leadership Trait Theory

9. Leadership Trait Theory
 Bright, lazy—staff
officer
 Energetic, dull—
frontline soldier
 Bright, energetic—
field commander
 Lazy, dull—left to find
their own level of
effectiveness

10. In the 1930s, emphasis on behaviorism moved
researchers in the direction of leadership behavior
Kurt Lewin trained assistants in behaviors indicative of three
leadership styles:
Autocratic: tight control of group activities, decisions made
by the leader
Democratic: group participation, majority rule
Laissez-faire: little activity of any type by the leader
Leadership Behavior Theory

11. In the 1940s, research focused on leader
behaviors
Assumed that leaders take distinct actions
Ralph Stogdill at Ohio State University
Helped develop the Leader Behavior Description
Questionnaire (LBDQ)
Respondents described leaders’ behavior in two
dimensions:
Initiating structure
Showing consideration
Leadership Behavior Theory

12. Initiating structure:
Behavior aimed at ensuring a structured
approach to goal achievement.
Meeting deadlines
Meeting at scheduled times
Making sure everyone works to capacity
Role clarity etc
Leadership Behavior Theory

13. Showing consideration:
Taking action to develop trust, respect, support,
and friendship with subordinates.
Being helpful
Treating all people as equals
Willing to make changes
Standing behind subordinates
Doing things to make group membership
pleasant
Leadership Behavior Theory

14. Findings of a Leader Behavior
Description Questionnaire (LBDQ)
study:
The democratic style was
more beneficial for group
performance
The leader’s behavior impacted
the performance of followers
Leadership Behavior Theory

15. Leadership Behavior Theory

16. Rensis Likert at the University of Michigan
conducted leadership studies
Studied leaders’ behaviors related to worker
motivation and group performance
Identified two dimensions of behavior:
Job centered (initiating structure)
Employee centered (showing consideration)
Leadership Behavior Theory

17. Robert Blake and Jane Mouton
Developed a managerial
grid
The ideal leader has high
concern for both production
and people
Leadership Behavior Theory

19. Application of behaviour
and trait theory is
wide spread

21. Both trait and behavioral theories tried
to identify the one best leader or style
for all situations
By the late 1960s, it became
apparent that there is no such
universal answer
Both Trait and Behaviour Theory…

22. Leadership effectiveness
depends on a combination of
the:
Leader
Followers
Situational factors
Emerging realization

23. Enter Contingency Theory

24. The first of these is the focus of
Hersey and Blanchard
Leader
Followers
Situational factors
NB!! Developmental Level and Professional Maturity
Enter Contingency Theory

25. Situational Leadership Theory

27. With the development of
Situational Leadership came the
realization that it does not account
fully for the complexities of the
context. Further that it views
leadership as an “exchange” – a
transaction
Transactional view of leadership

28. Therefore the application of Situational
Leadership is more appropriate for
predictable supervisory and middle
management levels… and that there is
also a need to look at leadership from a
transformative perspective
Transactional view of leadership

29. Focus on the potential relationship
between the leader and the followers
Engage the full person of the follower
Tap the motives of the followers
Transformational view of leadership

30. We need to ask three
questions
when we look at the
transformational
leadership
perspective…

31. Transformational leadership

32. Lets do some
case examples… as
review

33. Karen is new in her job.
Although fresh from university as
a qualified speech therapist she
feels unsure and exited at the
same time about her new job.
Case Example

35. For the Previous Case Provide the Appropriate
Leadership Style
A. S1- Give specific instructions and closely
supervise
B. S2- Explain decisions and provide opportunity to
clarify
C. S3- Share ideas and facilitate decision making
D. S4- Turn over responsibility for decisions and
implementation

36. Thabo has gone through his
basic safety training and also
induction. After a role
clarification session he has been
supervised closely for 3 months
as junior accountant.
Case Example

38. For the Previous Case Provide the Appropriate
Leadership Style
A. S1- Give specific instructions and closely
supervise
B. S2- Explain decisions and provide opportunity to
clarify
C. S3- Share ideas and facilitate decision making
D. S4- Turn over responsibility for decisions and
implementation

39. After several successful review
meetings, Dikeledi a young
engineer is showing real
leadership as shift supervisor. She
is increasingly showing she has
mastered all aspects of the job.
Case Example

41. For the Previous Case Provide the Appropriate
Leadership Style
A. S1- Give specific instructions and closely
supervise
B. S2- Explain decisions and provide opportunity to
clarify
C. S3- Share ideas and facilitate decision making
D. S4- Turn over responsibility for decisions and
implementation

42. François is now six months in his new job
as training officer. His needs analysis,
presentation and facilitation skills show
he has real potential. Although he had
problems dealing with a difficult
delegate recently you are sure he will
master most situations soon.
Case Example

44. For the Previous Case Provide the Appropriate
Leadership Style
A. S1- Give specific instructions and closely
supervise
B. S2- Explain decisions and provide opportunity to
clarify
C. S3- Share ideas and facilitate decision making
D. S4- Turn over responsibility for decisions and
implementation

45. End of Session