• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Style Approach Leadership

Style Approach Leadership






Total Views
Views on SlideShare
Embed Views



1 Embed 1

https://smsblearn.stmary.k12.la.us 1



Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
Post Comment
Edit your comment

    Style Approach Leadership Style Approach Leadership Presentation Transcript

    • Style Approach to Leadership Nancy Hueske and C. Nicholas Morris
    • Leadership
      • Defined by Northouse
      A process whereby an individual influences a group of individuals to achieve a common goal
    • Leadership Involves Influence leader + follower Group Power Personal Position Coercive Goals
    • 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
        • Focuses on the behavior of the leader
        • Focuses on what leaders “do” and how they “act”
      • Researchers studying this approach agree that there are two general kinds of behaviors
        • Task behaviors
          • Facilitate goal accomplishments
        • Relationship behaviors
          • Help subordinates feel comfortable with themselves and others
      Style Approach
        • Ohio State University in 1940’s based on Stogdill’s work in 1948.
          • 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
        • University of Michigan in 1940’s
        • Blake and Mouton (1964, 1978, and 1985)
      Research on Style Approach
    • Leadership Grid
        • Concern for production
          • Organizational tasks
          • Sales volume
          • Work load
          • Policy decisions
        • Concern for people
          • Building commitment and trust
          • Promoting personal worth of employee
          • Good working conditions
          • Fair salary structure
          • Good social relations
    • Leadership Grid
    • Leadership Grid
    • Leadership Grid
      • Authority-Compliance Management
        • Heavy emphasis on task and job
        • Less emphasis on people
        • People are just tools to get job done
        • Results driven
        • Leader tends to be controlling, demanding, and hard-driving
    • Leadership Grid
      • Country Club Management
        • Low concern for task accomplishment
        • High concern for interpersonal relationships
        • Leaders make sure the personal and social needs of followers are met
      • Leader creates a positive environment by being agreeable  
    • Leadership Grid
      • Impoverished Management
        • Leader is unconcerned with task and interpersonal relationships
        • Leader is uninvolved and withdrawn
        • Little contact between leader and followers
        • Leader is indifferent, noncommittal, and apathetic
    • Leadership Grid
      • Middle-of-the-Road Management
        • Leader is a compromiser
        • Intermediate concern for task and people performing the task
        • Leader avoids conflict
      • Promotion of intermediate production levels and interpersonal skills  
    • Leadership Grid
      • Team Management
        • Strong emphasis on both tasks and interpersonal relationships
        • Promotes participation and teamwork
        • Leader makes priorities clear, follows through, and is open-minded
    • Leadership Grid Blake and his colleagues have identified two styles that identify multiple aspects of the grid
        • Paternalism / Maternalism
          • Uses both Authority-Compliance and Country Club Management styles
          • These styles are at opposite ends of the grid
          • Benevolent Dictator - acts graciously for the purpose of goal accomplishment
        • Opportunism
          • Uses any combination of the five styles for personal advancement
    • How Does Style Approach Work?
        • Provides framework for assessing leadership behaviors in a broad and general way
        • Offers a way to look at leadership behavior by sub-dividing it into the two dimensions
        • Reminds leaders that their impact occurs through both the tasks they perform and the relationships they create
    • Strengths
      • Easily applied
      • Studies on leadership style validate and give credibility to the approach
      • Approach applies to everything a leader does
      • Inconsistency in relationship behaviors and outcomes
      • Implies most effective leadership is high-high style
      • Five Steps to Equip
        • Encourage them to serve
        • Qualify them to serve
        • Understand their needs
        • Instruct them
        • Pray for them
      • Style Approach is leader-centered
      • It does not address the training or development of future leaders from the group of followers
        • Concern for people
        • Only to meet an organizational goal
    • Lord of the Rings: Fellowship of the Ring
      • Council of Elrond
    • Lord of the Rings: Fellowship of the Ring
      • Council of Elrond
    • Elrond Paternalism / Maternalism Style of Management
    • Boromir Opportunism Style of Management
    • Legolas - Elf Gimli - Dwarf Aragorn - Human
      • A descendant of the lost line of the ancient kings of Men
    • Country Club Style of Management
      • The Hobbits: Frodo, Sam, Merry, Pippin
    • Gandolf the Grey
      • 9,9 Team Management
    • Sam & Frodo Committed to the mission to the end
      • Servant Leadership
    • Aragorn
      • Servant Leader
    • “ Your character is reflected by every decision you make and every relationship you establish.” Andy Stanley, 157
    • Application of Style Approach
        • Step One: Identify your leadership style
        • Step Two: Identify areas of improvement and develop your leadership skills
        • Step Three: Put the Leadership Grid in context
    • Application in Ministry
      • Theatre Arts: acting, directing, writing, productions
      • Visual Arts: sets, design, displays, decor
      • Brainstorming and Programming
      • Consultant to Children and Student Ministries
      • Coordination with Technical Arts andCommunications
      • Main Responsibilities
      • Other Areas
      Director of Creative Arts Ministry
    • Application in Ministry
      • Concern for people
      • Develop skills
      • Build relationships
      • Create Community
      • Final production outcome
      • Task oriented
      • Sporadic volunteer time
      • Inconsistent volunteer rate
      • Helping hands mentality
      • Experts in field
      • Final product outcome
      • Theatre Arts
      • Visual Arts
      Director of Creative Arts Ministry
    • 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   http://www.mindtools.com/pages/article/newLDR_73.htm www.lordoftherings.net Stanley, Andy, The Next Generation Leader . Multnomah Publishers, Inc. Sisters, Oregon. 2003 Hybels, Bill, Courageous Leadership . Zondervan, Grand Rapids, Michigan. 2002