Leadership Theories and Styles (Wk 4) Flashcards
Leaders vs Managers
- The art of influencing someone else to do something you want it to be done or to achieve your objectives/goals
- A leader empowers, being role model, and influences others
- A manager guides, directs, and motivates others
- Leadership without management results in chaotic situation
- The management position alone does not make a person as a good leader
Evolution of leadership theories
Trait –> Behavioural –> Situational & contingency –> Contemporary
What is the Trait Theory / Great Man theory?
- Some people are born to lead, whereas others are born to be led.
- People have certain personality, traits, and skills that distinguish them as better leaders.
Examples of characteristics of successful leaders:
- Intelligence
- Adaptable
- Effective communicator
- Emotional intelligence
- Creative
What is Behavioural Theories (1940-1980)?
- Leaders can be trained/made, rather than are born
- Assumption: There are distinctive leadership styles regarding behaviours
- Emphasis: What leaders do rather than their qualities/characteristics
3 Leadership Styles under “BEHAVIOURAL THEORIES”
1) Authoritarian
2) Democratic
3) Laissez-faire
Authoritarian style usually results in:
Productivity is high, but creativity and self-motivation are low
Democratic style usually results in:
Autonomy is high, but it takes time for decision making
Laissez-faire style usually results in:
Direction is low, but creativity is high
Situational & Contingent Theories (4) (1950-1980)
- Fiedler’s contingency model
- Blake and Mouton’s managerial grid
- Hersey & Blanchard’s situational leadership model
- Tannenbaum and Schmidt Continuum
3 situational factors of Fiedler’s Contingency Model
- Leader-member relationship
- Task structure - high or low
- Position power - leaders have legit power as they can give rewards or punishment
Fiedler’s Contingency Model graph
Find it in the slides cos i cant put pics
Blake and Mouton’s Managerial Grid
Find it in the slides cos i cant put pics
Hersey & Blanchard’s Situational Model
Leaders should adapt their style to follower development style (or
‘maturity), based on how ready and willing the follower is to perform required tasks (that is, their competence and motivation).
There are four leadership styles (S1 to S4) that match the development levels (D1 to D4) of the followers.
Find it in the slides cos i cant put pics
Tannenbaum & Schmidt Continuum of Leadership
Find it in the slides cos i cant put pics
Contemporary Interactional & Transformational Leadership Theories (1970-now)
Transactional
Transformational
Connective
Shared
Charismatic
What is Transactional leadership (contemporary)?
- Based on social exchange theory
- Main focus on day-to-day operation
- Use disciplinary power and reward power as incentives to motivate employees to perform their best
What is Connective leadership (contemporary)?
- Value collaboration and teamwork
- Connect individuals
- Link professionals and communities to improve patient-centred care
- Interpersonal skills are used to promote collegiality in achieving organizations’ goals
What is Shared leadership (contemporary)?
- Individuals share the responsibility for achieving the organization’s goals
- Essential elements are relationships, dialogues, partnerships, and understanding boundaries
What is Charismatic leadership (contemporary)?
- Valued personal characteristics and beliefs
- Display distinct qualities such as charm, personal power, self-confidence, and remarkable ideas.
- Have great affection and emotional commitment
What are the 21st Century Leadership Styles?
- Servant - serving others
- Emotional Intelligence - use emotions effectively
- Authentic - positive and congruent
- Thought - well recognized of innovative ideas
- Quantum - complex environment
- Cultural bridging - bridging cultural diversity
- Inclusive - including others
- Contextual - collecting and analysing/evaluating context
Joseph is a nurse manager who are very high concern about his staff, but has low concern about productivity. According to the Blake and Mouton’s Managerial Grid, Joseph is a ______ leader.
A. Produced
B. Team player
C. Country club
D. Impoverished
C. Country club
Produced (Produce or Perish): High concern for production, low concern for people
Team player: High concern for production and people
Impoverished: Low concern for production and people
The following leadership styles can be explained by the behavioural theories, EXCEPT:
A. Authoritarian
B. Democratic
C. Laissez-faire
D. Transactional
D. Transactional
Ms Anna is a Director of Nursing. She always guides and motivates her staff to establish goals, clarifying roles and task requirements.
What is Ms Anna leadership style?
Transformational
Charismatic: Valued personal characteristics and beliefs. Display distinct qualities such as charm, personal power, self-confidence, and remarkable ideas
Connective: Value collaboration and teamwork. Connect individuals. Interpersonal skills.
Transactional: Based on social exchange theory. Main focus on day-to-day operation. Use disciplinary power and reward power as incentives to motivate employees to perform their best
“You are born to be a leader”, this can be explained by ________ theory.
The Trait Theory/Great Man Theory
Fieldler’s theory: There is not one best style of leadership. Rather, the most effective leadership style for any given situation is one that aligns with the situation at hand
Lewin’s theory: ?
McGregor’s theory: postulates the core leadership assumptions namely Theory X and Theory Y to assist leaders to question their underlying assumptions and perceptions about people
According to Reeves (2005), cognitive intelligence is only half of success. What the other half is necessary for success in the organizations?
A. Social
B. Quality
C. Financial
D. Emotional
Emotional
