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A Little History of
Leadership Research
Leaders are born not made
Great Man Theory
People who display great vision, personality and competence rise to prominence and affect the course of history or business –
Thomas Carlyle
Trait Theory
A trait is defined as being a dispositional factor that regularly and persistently determines our conduct in many different types of situation –
Leaders have different traits to followers
Francis Galton
There are two main leadership dimensions: Job-centred and employee-centred (task and relationship).
Identify current leadership style and then develop single most appropriate style.
Style Counselling – Ohio & Michigan
Blake and Mouton
Ohio & Michigan StudiesOhio – Consideration for the Follower/Initiation of StructureMichigan – Employee-centred vs. Production-centred leaders
No one style is always effective – leadership is situational
Situational leadership
Hersey & Blanchard
Study for the American Management Association (AMA)
There are transferable management competencies which enable good managers to be effective and which are not to do with technical aspects of the work
The Competent Manager
Richard Boyatzis
Workshadowing Diaries
Managers are so bound up in day-to-day problem-solving that managing their people seems an unlikely event
What Managers Actually Do
Recordings
Henry Mintzberg
Not only do managers and leaders fulfil different functions in an organisation, but the functions are themselves in opposition since managers generally want to preserve the status quo and leaders to change it. Managers and leaders are fundamentally different types of people.
Managers and Leaders
Abraham Zaleznik
Transformational Leadership
Transactional Leaders approach followers with an eye to exchanging one thing for another, Transformational Leaders recognise an existing need and look for potential motives in followers, seeking to engage the full person.
George McGregor Burns
The High Performer – Schroder
There is a set of behaviours which distinguish high performing managers and leaders from the average – the behaviours are indicative of high performance and can be learned and developed.
Harold M Schroder
The Leadership Challenge
What do followers really want? Challenge the process Inspire a shared vision Enable others to act Model the way Encourage the heart.
Kouzes and Posner
What Leaders Really Do
Good management controls complexity, effective leadership produces useful change – leaders do it by having a network and an agenda.
John Kotter
Emotional Intelligence
Emotional intelligence (being aware of, and able to control, one's emotions, whilst recognising others feelings and handling relationships accordingly) is a skill that can be taught and cultivated, and is as important as IQ for success. Goleman (& others)
Authentic Leadership
Authenticity is relational. It’s not a property of individuals, it’s a property of relationships.
Goffee & Jones
Leadership is a Process – VIDA
You need a clear VISION of where you want to go or what you are trying to build. You need to be able to INSPIRE people to go with you. You need to DEVELOP capability. And you need to be good at getting yourself and others into ACTION
Alan J Sears