Chapter 7 - Leadership Philosophies, Styles and Behaviours Flashcards
Criticisms of Trait Based Approach
Why do some people with required traits fail to become leaders?
What about context? Different situations require varied capabilities
How can leadership development and training work?
Criticisms led to?
Growth of research that focused on leadership behaviours.
Philosophies informs styles, styles inform and behaviour. Leadership/management is intertwined. Human behaviour is intentional.
Leadership philosophies
Underlying assumptions about humans and motivations. They aren’t fully articulated, some conscious, others unconscious.
A simplified model, framed around motivation, which set up two opposing philosophical positions. What Motivates people to work but changes depending on context.
Theory X
Pessimist theory. Most people dislike work and if they didn’t have to work they wouldn’t. They aren’t intrinsically motivated, organisations must provide incentives/ controls tome them work hard and don’t want responsibility, want to be told what to do.
Theory Y
Optimistic theory. People find work inherently satisfying, are committed to goals at work and will work towards their own set goals and want to take on responsibility at work, engage with environment.
Research on Theory X and Y
Evidence shows employees gain intrinsic satisfaction from, and are motivated by jobs where they can make decisions and are not controlled tightly. Employees in such jobs tend to be more productive. Yet many people in formal managerial and leadership roles appear to still accept assumptions of theory X.
Leadership styles
Broad approaches to leadership informed by philosophies. Our attitudes (philosophy) predispose us to behaviours. In sphere of leadership, patterns of associated behaviour with philosophies are commonly referred to as leadership styles.
They are situational. Styes are not mutually exclusive - an individual leader may use different styles at times/when dealing. with different issues.
Authoritarian style
Associated with theory X.
Employees need to be controlled to make them do their jobs.
Leaders make decisions, employees enact them. Top-down communication, doesn’t feel the need to explain to others.
Associated with arbitrary rewards and punishments.
May be more appropriate for manufacturing industry, clear roles and positions within firm.
Authoritarian style characteristics
Decisive and efficient Goal focused Generates dependency Stifles creativity and innovation Employees can become frustrated and bored Can be demotivating
Democratic style
Associated with theory Y.
Employees can be trusted to do jobs.
Leaders work collaboratively with employees to make decisions. Want to be trusted.
Leaders are coaches/ guides rather than controllers.
Centrality of open communication and fair treatment.
More appropriate for creative industries, jobs working in groups.
Democratic style characteristics
Increases worker satisfaction and commitment
Fosters motivation and innovation
Workers own decisions - take responsibility
Time consuming to create psychological environment and build trust
May reduce overall efficiency
Laissez Faire Style
Not associated with either X/Y.
Non-leadership. Not true leadership.
No control or guidance.
Workers can set their own goals and do their jobs how they want to. Typically, someone who holds a formal leadership role, but does not do the job properly - leader vs. manager.
More appropriate for self-employed, artists, writers.
Laissez faire style characteristics
Little is likely to be accomplished
Workers lack order and predictability and tend to be demotivated
Leadership Style spectrum
Moving from boss centred leadership to subordinate centred leadership. Autocratic Paternalistic Consultative Democratic Laissez faire
Leadership behaviours
Specific ways we behave in leadership roles, partly manifestations of our style.
