Leadership, Communication And Feedback Part 1.

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Leadership

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as "a process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task"

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Great Man Theory

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a 19th-century idea according to which history can be largely explained by the impact of "great men", or heroes: highly influential individuals who, due to either their personal charisma, intelligence, wisdom, or political skill utilized their power in a way that had a decisive historical impact

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Trait Theory

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defined as integrated patterns of personal characteristics that reflect a range of individual differences and foster consistent leader effectiveness across a variety of group and organizational situations

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Role Theory

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is a perspective in sociology and in social psychology that considers most of everyday activity to be the acting out of socially defined categories (e.g., mother, manager, teacher). Each social role is a set of rights, duties, expectations, norms and behaviours that a person has to face and fulfill. The model is based on the observation that people behave in a predictable way, and that an individual’s behavior is context specific, based on social position and other factors.

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The Managerial Grid Theory

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a situational leadership model developed by Robert R. Blake and Jane Mouton. This model originally identified five different leadership styles based on the concern for people and the concern for production.

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Initiative

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Taking action, driving and supporting

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Participative Leadership

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Assumptions:

Involvement in decision-making improves the understanding of the issues involved by those who must carry out the decisions.

People are more committed to actions where they have involved in the relevant decision-making.

People are less competitive and more collaborative when they are working on joint goals.

When people make decisions together, the social commitment to one another is greater and thus increases their commitment to the decision.

Several people deciding together make better decisions than one person alone.

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Autocratic

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the leader takes decisions without consulting with others. The decision is made without any form of consultation. In Lewin's experiments, he found that this caused the most level of discontent.

works when there is no need for input on the decision, where the decision would not change as a result of input, and where the motivation of people to carry out subsequent actions would not be affected whether they were or were not involved in the decision-making.

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Democratic

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, the leader involves the people in the decision-making, although the process for the final decision may vary from the leader having the final say to them facilitating consensus in the group.

______ decision-making is usually appreciated by the people, especially if they have been used to autocratic decisions with which they disagreed. It can be problematic when there are a wide range of opinions and there is no clear way of reaching an equitable final decision.
Lewin's Leadership

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Laissez-Faire

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________ style is to minimize the leader's involvement in decision-making, and hence allowing people to make their own decisions, although they may still be responsible for the outcome.
______ works best when people are capable and motivated in making their own decisions, and where there is no requirement for a central coordination, for example in sharing resources across a range of different people and groups.
Lewin's Leadership Styles

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Lewins Leadership Styles

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__________'s experiments, he discovered that the most effective style was Democratic. Excessive autocratic styles led to revolution, whilst under a Laissez-faire approach, people were not coherent in their work and did not put in the energy that they did when being actively led.

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Exploitive authoritative

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In this style, the leader has a low concern for people and uses such methods as threats and other fear-based methods to achieve conformance. Communication is almost entirely downwards and the psychologically distant concerns of people are ignored.

Likert's Leadership Styles

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Benevolent authoritative

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When the leader adds concern for people to an authoritative position, a 'north korean dictatorship' is formed. The leader now uses rewards to encourage appropriate performance and listens more to concerns lower down the organization, although what they hear is often rose-tinted, being limited to what their subordinates think that the boss wants to hear. Although there may be some delegation of decisions, almost all major decisions are still made centrally.
Likert's Leadership Styles

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Consultative

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The upward flow of information here is still cautious and rose-tinted to some degree, although the leader is making genuine efforts to listen carefully to ideas. Nevertheless, major decisions are still largely centrally made.

Likert's Leadership Styles

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Participative

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At this level, the leader makes maximum use of participative methods, engaging people lower down the organization in decision-making. People across the organization are psychologically closer together and work well together at all levels.

Likert's Leadership Styles

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Likert's Leadership Styles

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This is a classic 1960s view in that it is still very largely top-down in nature, with the cautious addition collaborative elements towards the Utopian final state.

identified four main styles of leadership, in particular around decision-making and the degree to which people are involved in the decision.

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Situational Leadership

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The best action of the leader depends on a range of situational factors.

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Hersey and Blanchard's Situational Leadership

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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.

The four styles suggest that leaders should put greater or less focus on the task in question and/or the relationship between the leader and the follower, depending on the development level of the follower.

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Directing

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the leader defines the roles and tasks of the follower and supervises them closely Decisions are made by the leader with communication being largely one way (telling)
This style is most appropriate when leading employees who have little ability- through both skill and confidence - to perform the requirements of the job

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Coaching

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Where the leader still defines roles and tasks but seeks input from the follower
Decisions remain the lead's prerogative, but communication is much more two way (selling)
This style is most appropraite when leading employees who have some ability, but little confidence to perform the job

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Supporting

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the leader passes day to day decisions such as task allocation and processes, to the follower
The leader facilitates and takes part in decision but control is with the follower (participating)

This style is most appropriate when leading employees who have the ability and experience to perform the job, but may lack confidence or motivation

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Delegating

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the leader is still involved in decisions and problem-solving but control is with the follower. The follower decides when and how the leader will be involved.
This style is most appropriate when leading employees who have the ability, experience, confidence and motivation to perform the job well on their own.