This document discusses different theories and approaches to leadership, including: 1. Trait theory, which suggests that effective leaders possess certain innate qualities or traits. 2. Behavioral theories that focus on what leaders actually do rather than inherent traits. This includes the Ohio State and Michigan studies. 3. Contingency theories that argue the most effective leadership style depends on situational factors. Examples discussed include Fiedler's contingency model and Hersey-Blanchard's situational theory. 4. Examples of leadership styles used by organizations like The Salvation Army, ANZ bank, and Woolworths are provided to illustrate different approaches.

1. LEADERSHIP Managing People And Organisations

2. INTRODUCTION TO LEADERSHIP Leadership is the ability to get work done with & through others, while at the same time winning their confidence, loyalty & willing cooperation.

4. APPROACHES TO UNDERSTANDING Trait, Behavioural and Contingency LEADERSHIP

7. MANAGERIAL GRID

8. CONTINGENCY THEORIES OF LEADERSHIP Theories that seek to define leadership style and answer: ‘ if’ this situation, ‘then’ this is the best style to use.  Fiedler model  Hersey-Blanchard situational theory  Leader-participation model  Path-goal theory

9. FIEDLER’S CONTINGENCY MODEL Assumptions  A certain leadership style should be most effective in different types of situation.  Leaders do not readily change leadership styles  Matching the leader to the situation or changing the situation to make it favourable to the leader is required

10. HERSEY’S AND BLANCHARD’S SITUATIONAL THEORY  Argues that successful leadership is achieved by selecting the right leadership style which is contingent on the level of the followers’ readiness.  Acceptance: leadership effectiveness depends on whether followers accept or reject a leader.  Readiness: the extent to which followers have the ability and willingness to accomplish a specific task.  Leaders must relinquish control over and contract with followers as they become more competent.

11. LEADER-PARTICIPATION MODEL Posits that leader behavior must be adjusted to reflect the task structure whether it is routine, non-routine, or in between-based on a sequential set of rules (contingencies) for determining the form and amount of follower participation in decision making in a given situation. Vromm and Yettom

12. PATH-GOAL THEORY Path-goal theory that says it is a leader’s job to assist followers and to provide direction and support that are needed to attain goals.

13. LEADERSHIP IN BUSINESS The Salvation Army, ANZ & Woolworths

14. THE SALVATION ARMY The administration of The Salvation Army is top-down and autocratic, in true military style, with all positions except that of General being held by appointment. There are three distinct levels of leadership held within the Salvation Army: Corps level International level Territorial level Divisional level

17. ANZ  Both the leadership as traits and Leadership as behavior theory can be applied to the management team of ANZ with certain aspects taking greater priority.  Although the leadership as traits theory has holes such as theories which account attributes such as height, sex and ethnicity to the integrity of the leader which is not always agreed upon, it is hard to argue against the fact that all 9 leaders of ANZ are middle aged white men from the CEO to the Chief Risk Officer.  It seems that those who don’t follow the trend in the leadership as traits theory tend to have to work harder to achieve the same goals.

19. WOOLWORTHS  Human Resource framing establishes the fact that sense is made through the emphasis of an organisation as a family and the belief that the effect of an organisation’s actions on an individual is integral and must always be considered.  As stated by Maslow this results in leadership where intrinsic (natural/fundamental) motivation dominates and the leaders goals are to empower, mentor and inspire individuals. This further contributes to family aspect and people believe it is in there best interest to make the organisation successful thus resulting in the individual’s goals being parallel to that of the company.

20. WOOLWORTHS Woolworths Limited seeks to place emphasis on an organisations most valuabe rescource, being people through constant Mentoring. Woolworths sees this Mentor/Mentee relationship as integral as constant guidance, performance review and training is engaged in. Model popular in US 40s-50s by Abraham Maslow through Motivation & Personality 1954

22. LESSONS LEARNT… Everyone is different, just as businesses are all different… Thus, different applications of leadership are used for different business environments. To be a good leader, you must first understand the nature of business and then consider the methods of leadership appropriate for your organisation  Brought to you today by: Edward, Sony, Ivy, Lance, Sahin & Pamela