Leadership Flashcards
trait theory
This approach states that the ability to lead a group of people is something you are born with, not something you can learn. Some traits are on the next slide
It suggests only a few people have what it takes to be a leader
Nothing to do with the job and everything to do with the person
It proposes that the leader and leaders traits are central to an organisations success - finding people with the right traits will increase organisational performance
It suggests people should be selected to be leaders based on their traits rather than being trained
critisms of trait theory
t focuses on how the leaders are perceived by the followers
Some argue that characteristics of a leader can be learned
A person does not need to born with certain characteristics to make them a leader - all leaders possess different characteristics - leaders can be different depending on the situation.
The list of characteristics is so long, its not possible for one person to have them all
Some statements go against the quality act e.g stating leaders are tall
style theory
This theory highlights what successful leaders do rather than what they are
Most style theories argue that leaders have two main issues to tackle
People orientation - maintaining good working relationships
Task orientation - achieving the objectives which are set
mcregor x and Y description
mcgregor x states
Employees dislike work and try to avoid it at all costs
Employees have no ambition and prefer to avoid responsibility delegation or empowerment
Employees only work to earn wages to satisfy their needs and wants
impact of mcgregor x on motivating staff
Employees need to be closely supervised and controlled
A tall management structure is required with a narrow span of control
Managers need to command coerce and even employees to carry out tasks
mcgregor Y
Employees feel satisfied with their job and are self motivated to meet personal goals and organisational objectives
Employees seek responsibility and are happy to accept it
Employees work to fulfil their own personal goals for status and recognition
impact of theory y
A culture of trust can be created in the organisation - an be developed through flatter structures, delegation and empowerment
employees are motivated by the self actualisation needs at the top of maslow’s hierarchy, so respond well to promotion and development such as management training schemes
Employees like to say yes to delegation empowerment and development
situational theory
Argues that leadership behaviour should differ depending on the situation and also the maturity of employees,
Can be defined in two separate ways
Job maturity
Referring to the workers skills and knowledge
Psychological maturity
Referring to the workers self image, self respect and self confidence
telling
selling
participitve
delegative
Telling leadership style
One way communication
Leader defines the roles of the group
Autocratic and task orientated
For use on low maturity subordinates
- Selling leadership style
Leader still provides direction but two way communication begins
Persuasive to encourage subordinates to take ownership
For workers who are enthusiastic but not yet fully competent to work alone - Participative leadership style
Decision making is shared
Leader focuses on relationships more than the tasks
For workers who are able but unwilling - Delegative leadership style
Leader observes the decisions
Responsibility has been passed onto the employee or team
For use by mature workers
factors that influence leadership style
Time/
Information Available
Less time means less discussion - a more autocratic style may be appropriate.
If employees do not have the information/understanding, an autocratic leader will be required to guide them. 3
Respect and Trust
More respect and trust established with subordinates allows for a democratic leadership style
Group Size
Democratic leadership can lead to confusion in a bigger group.
Skills of Staff
Highly competent staff will allow democratic leadership and can be given free reign as there is less need for supervision.
Internal Conflicts
A more direct input will be needed if there is conflict among staff.
Nature of Task
Complicated tasks require more direction from leaders. Creative type tasks need ideas/imagination and an autocratic leader may stifle this.
Leader’s Personality
Leaders may naturally lead in one style because of their personality.
Group/Worker’s Personality
Some individuals prefer to be ‘’spoon fed” instructions. Others prefer free reign to be creative.
Financial Constraints
Tight budgets could lead to autocratic styles in order to control spending and regulate expenditure decisions.
Organisation Culture
The atmosphere in an organisation can persuade managers to use specific styles. Some will be informally more acceptable than others.
