Style Approach Leadership


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Style Approach Leadership

  1. 2. Style Approach to Leadership Nancy Hueske and C. Nicholas Morris
  2. 3. Leadership <ul><li>Defined by Northouse </li></ul>A process whereby an individual influences a group of individuals to achieve a common goal
  3. 4. Leadership Involves Influence leader + follower Group Power Personal Position Coercive Goals
  4. 5. Trait Approach Skills Approach Focuses on identifying the innate qualities and characteristics possessed by leaders Skills approach focuses on three specific areas: Technical Human Conceptual
  5. 6. <ul><ul><li>Focuses on the behavior of the leader </li></ul></ul><ul><ul><li>Focuses on what leaders “do” and how they “act” </li></ul></ul><ul><li>Researchers studying this approach agree that there are two general kinds of behaviors </li></ul><ul><ul><li>Task behaviors </li></ul></ul><ul><ul><ul><li>Facilitate goal accomplishments </li></ul></ul></ul><ul><ul><li>Relationship behaviors </li></ul></ul><ul><ul><ul><li>Help subordinates feel comfortable with themselves and others </li></ul></ul></ul>Style Approach
  6. 7. <ul><ul><li>Ohio State University in 1940’s based on Stogdill’s work in 1948. </li></ul></ul><ul><ul><ul><li>This study analyzed leaders in their environment and then provided a questionnaire to the subordinates that evaluated how often a leader engaged in certain types of behavior </li></ul></ul></ul><ul><ul><li>University of Michigan in 1940’s </li></ul></ul><ul><ul><li>Blake and Mouton (1964, 1978, and 1985) </li></ul></ul>Research on Style Approach
  7. 8. Leadership Grid <ul><ul><li>Concern for production </li></ul></ul><ul><ul><ul><li>Organizational tasks </li></ul></ul></ul><ul><ul><ul><li>Sales volume </li></ul></ul></ul><ul><ul><ul><li>Work load </li></ul></ul></ul><ul><ul><ul><li>Policy decisions </li></ul></ul></ul><ul><ul><li>Concern for people </li></ul></ul><ul><ul><ul><li>Building commitment and trust </li></ul></ul></ul><ul><ul><ul><li>Promoting personal worth of employee </li></ul></ul></ul><ul><ul><ul><li>Good working conditions </li></ul></ul></ul><ul><ul><ul><li>Fair salary structure </li></ul></ul></ul><ul><ul><ul><li>Good social relations </li></ul></ul></ul>
  8. 9. Leadership Grid
  9. 10. Leadership Grid
  10. 11. Leadership Grid <ul><li>Authority-Compliance Management </li></ul><ul><ul><li>Heavy emphasis on task and job </li></ul></ul><ul><ul><li>Less emphasis on people </li></ul></ul><ul><ul><li>People are just tools to get job done </li></ul></ul><ul><ul><li>Results driven </li></ul></ul><ul><ul><li>Leader tends to be controlling, demanding, and hard-driving </li></ul></ul><ul><li>  </li></ul>
  11. 12. Leadership Grid <ul><li>Country Club Management </li></ul><ul><ul><li>Low concern for task accomplishment </li></ul></ul><ul><ul><li>High concern for interpersonal relationships </li></ul></ul><ul><ul><li>Leaders make sure the personal and social needs of followers are met </li></ul></ul><ul><li>Leader creates a positive environment by being agreeable   </li></ul>
  12. 13. Leadership Grid <ul><li>Impoverished Management </li></ul><ul><ul><li>Leader is unconcerned with task and interpersonal relationships </li></ul></ul><ul><ul><li>Leader is uninvolved and withdrawn </li></ul></ul><ul><ul><li>Little contact between leader and followers </li></ul></ul><ul><ul><li>Leader is indifferent, noncommittal, and apathetic </li></ul></ul><ul><li>  </li></ul>
  13. 14. Leadership Grid <ul><li>Middle-of-the-Road Management </li></ul><ul><ul><li>Leader is a compromiser </li></ul></ul><ul><ul><li>Intermediate concern for task and people performing the task </li></ul></ul><ul><ul><li>Leader avoids conflict </li></ul></ul><ul><li>Promotion of intermediate production levels and interpersonal skills   </li></ul>
  14. 15. Leadership Grid <ul><li>Team Management </li></ul><ul><ul><li>Strong emphasis on both tasks and interpersonal relationships </li></ul></ul><ul><ul><li>Promotes participation and teamwork </li></ul></ul><ul><ul><li>Leader makes priorities clear, follows through, and is open-minded </li></ul></ul><ul><li>  </li></ul>
  15. 16. Leadership Grid Blake and his colleagues have identified two styles that identify multiple aspects of the grid <ul><ul><li>Paternalism / Maternalism </li></ul></ul><ul><ul><ul><li>Uses both Authority-Compliance and Country Club Management styles </li></ul></ul></ul><ul><ul><ul><li>These styles are at opposite ends of the grid </li></ul></ul></ul><ul><ul><ul><li>Benevolent Dictator - acts graciously for the purpose of goal accomplishment </li></ul></ul></ul><ul><ul><li>Opportunism </li></ul></ul><ul><ul><ul><li>Uses any combination of the five styles for personal advancement </li></ul></ul></ul>
  16. 17. How Does Style Approach Work? <ul><ul><li>Provides framework for assessing leadership behaviors in a broad and general way </li></ul></ul><ul><ul><li>Offers a way to look at leadership behavior by sub-dividing it into the two dimensions </li></ul></ul><ul><ul><li>Reminds leaders that their impact occurs through both the tasks they perform and the relationships they create </li></ul></ul>
  17. 18. Strengths <ul><li>Easily applied </li></ul><ul><li>Studies on leadership style validate and give credibility to the approach </li></ul><ul><li>Approach applies to everything a leader does </li></ul>Weakness <ul><li>Inconsistency in relationship behaviors and outcomes </li></ul><ul><li>Implies most effective leadership is high-high style </li></ul>
  18. 19. <ul><li>Five Steps to Equip </li></ul><ul><ul><li>Encourage them to serve </li></ul></ul><ul><ul><li>Qualify them to serve </li></ul></ul><ul><ul><li>Understand their needs </li></ul></ul><ul><ul><li>Instruct them </li></ul></ul><ul><ul><li>Pray for them </li></ul></ul>
  19. 20. <ul><li>Style Approach is leader-centered </li></ul><ul><li>It does not address the training or development of future leaders from the group of followers </li></ul><ul><ul><li>Concern for people </li></ul></ul><ul><ul><li>Only to meet an organizational goal </li></ul></ul>
  20. 21. Lord of the Rings: Fellowship of the Ring <ul><li>Council of Elrond </li></ul>
  21. 23. Lord of the Rings: Fellowship of the Ring <ul><li>Council of Elrond </li></ul>
  22. 24. Elrond Paternalism / Maternalism Style of Management
  23. 25. Boromir Opportunism Style of Management
  24. 26. Legolas - Elf Gimli - Dwarf Aragorn - Human <ul><li>A descendant of the lost line of the ancient kings of Men </li></ul>
  25. 27. Country Club Style of Management <ul><li>The Hobbits: Frodo, Sam, Merry, Pippin </li></ul>
  26. 28. Gandolf the Grey <ul><li>9,9 Team Management </li></ul>
  27. 29. Sam & Frodo Committed to the mission to the end <ul><li>Servant Leadership </li></ul>
  28. 30. Aragorn <ul><li>Servant Leader </li></ul>
  29. 31. “ Your character is reflected by every decision you make and every relationship you establish.” Andy Stanley, 157
  30. 32. Application of Style Approach <ul><ul><li>Step One: Identify your leadership style </li></ul></ul><ul><ul><li>Step Two: Identify areas of improvement and develop your leadership skills </li></ul></ul><ul><ul><li>Step Three: Put the Leadership Grid in context </li></ul></ul>
  31. 33. Application in Ministry <ul><li>Theatre Arts: acting, directing, writing, productions </li></ul><ul><li>Visual Arts: sets, design, displays, decor </li></ul><ul><li>Brainstorming and Programming </li></ul><ul><li>Consultant to Children and Student Ministries </li></ul><ul><li>Coordination with Technical Arts andCommunications </li></ul><ul><li>Main Responsibilities </li></ul><ul><li>Other Areas </li></ul>Director of Creative Arts Ministry
  32. 34. Application in Ministry <ul><li>Concern for people </li></ul><ul><li>Develop skills </li></ul><ul><li>Build relationships </li></ul><ul><li>Create Community </li></ul><ul><li>Final production outcome </li></ul><ul><li>Task oriented </li></ul><ul><li>Sporadic volunteer time </li></ul><ul><li>Inconsistent volunteer rate </li></ul><ul><li>Helping hands mentality </li></ul><ul><li>Experts in field </li></ul><ul><li>Final product outcome </li></ul><ul><li>Theatre Arts </li></ul><ul><li>Visual Arts </li></ul>Director of Creative Arts Ministry
  33. 35. References Blanchard, Ken and Hodges, Phil, Lead Like Jesus . Thomas Nelson Inc., Nashville, Tennessee. 2005   Northouse, Peter G., Leadership Theory and Practice . Sage Publications, Thousand Oaks, California. 2007   Wilkes, Gene, Jesus on Leadership . Tyndale House Publishers Inc., Wheaton, Illinois. 1998 Stanley, Andy, The Next Generation Leader . Multnomah Publishers, Inc. Sisters, Oregon. 2003 Hybels, Bill, Courageous Leadership . Zondervan, Grand Rapids, Michigan. 2002