Simple, Complex, and Compound Sentences Exercises.pdf
theories of leadership
1. - Trait Theories
- Behavioural Theory of
Leadership
Ruel A. PunzAlAn
Reporter
CAS 101 – eduCAtionAl
leAdeRShiP
2. What is a Trait/s?
- A distinguishing feature of
your personal nature
Trait Theories
3. What is Theory?
- a coherent group of tested
general propositions, commonly
regarded as correct, that can be
used as principles of explanation
and prediction for a class of
phenomena:
4. What is Trait Theory?
- An organized system of
accepted knowledge that applies
in a variety of circumstances to
explain a specific set of
phenomena
5. What is Trait Theory?
- Theories that consider
personality, social, physical, or
intellectual traits to differentiate
leaders from nonleaders.
6. Trait Theory
The trait theory is based on the great man theory, but it is
more systematic in its analysis of leaders. Like the great
man theory, this theory assumes that the leader’s personal
traits are the key to leadership success.
Abilities
Supervising Ability
Intelligence
Initiative
Personal Traits
Self-Assurance
Decisiveness
Masculinity/Famininity
Maturity
Working Class Affinity
Motivators
Need for Occupational
Self-actualization
Power Over Others
High Financial Reward
Job Security
Achievement
Personality Traits
7. What characteristics or traits make a person a
leader?
1. Intelligence and Action-Oriented Judgment
2. Eagerness to Accept Responsibility
3. Task Competence
4. Understanding Followers and Their Needs
5. People Skills
6. Need for Achievement
7. Capacity to Motivate People
8. Courage and Resolution
9. Perseverance
10. Trustworthiness
11. Decisiveness
12. Self-Confidence
13. Assertiveness
14. Adaptability and Flexibility
15. Emotional Stability
16. Creativity
16 Traits you need to be a Great Leaders
8. Core Traits of successful leaders
• Achievement drive: High level of effort, high levels of
ambition, energy and initiative
• Leadership motivation: an intense desire to lead others
to reach shared goals
• Honesty and integrity: trustworthy, reliable, and open
• Self-confidence: Belief in one’s self, ideas, and ability
• Cognitive ability: Capable of exercising good judgment,
strong analytical abilities, and conceptually skilled
• Knowledge of business: Knowledge of industry and other
technical matters
• Emotional Maturity: well adjusted, does not suffer from
severe psychological disorders.
• Others: charisma, creativity and flexibility
9. Strengths/Advantages of Trait
Theory
• It is naturally pleasing theory.
• It is valid as lot of research has validated the
foundation and basis of the theory.
• It serves as a yardstick against which the
leadership traits of an individual can be
assessed.
• It gives a detailed knowledge and understanding
of the leader element in the leadership process.
10. Limitations of The Trait Theory
• There is bound to be some subjective judgment in
determining who is regarded as a ‘good’ or ‘successful’ leader
• The list of possible traits tends to be very long. More than 100
different traits of successful leaders in various leadership
positions have been identified. These descriptions are simply
generalities.
• There is also a disagreement over which traits are the most
important for an effective leader
• The model attempts to relate physical traits such as, height
and weight, to effective leadership. Most of these factors
relate to situational factors. For example, a minimum weight
and height might be necessary to perform the tasks efficiently
in a military leadership position. In business organizations,
these are not the requirements to be an effective leader.
• The theory is very complex
11. What is a behaviour?
- ) is the range of actions and mannerisms made by
individuals, organisms, systems, or artificial entities in conjunction
with themselves or their environment, which includes the other
systems or organisms around as well as the (inanimate) physical
environment. It is the response of the system or organism to various
stimuli or inputs,
whether internal or external, conscious or subconscious, overt or
covert, and voluntary or involuntary.[1]
Behavioural Theory
of Leadership
12. Behavioral Theories
• Behavioral theories of leadership are
based upon the belief that great leaders
are made, not born. Consider it the flip-
side of the Great Man theories. Rooted in
behaviorism, this leadership theory
focuses on the actions of leaders not on
mental qualities or internal states.
According to this theory, people
can learn to become leaders through
teaching and observation.
13. In the behavioural view of leadership, personal traits
provide only foundation for leadership; real leaders
are made through education, training, and life
experiences.
Effective Leaders acquire a pattern of learned
behaviours.
Behavioural Theory of
Leadership
14. Kurt Lewins
Behavioral Theory – 1st
Theorist
• (September 9, 1890 – February 12, 1947)
• German-American psychologist,
• One of the modern pioneers of social, organizational, and applied
psychology.
• Recognized as the "founder of social psychology" and was one of the
first to study group dynamics and organizational development.
15. Kurt Lewins
Behavioral Theory – 1st
Theorist
LEADERSHIP CLIMATES
1.Autocratic (Paternalistic)
2.Democratic (Participative)
3.Laissez – faire (Permissive)
16. Kurt Lewins
Behavioral Theory – 1st
Theorist
Authoritarian Leadership
Assumes that individuals are motivated by external
forces; therefore, the leader makes all decisions
and directs the followers’ behaviour.
17. Authoritarian Leadership (Benefits)
• Quick Decision Making
• Absolute Control
• Focused Targets
• Close Supervision
• Maintains Order & Discipline
Kurt Lewins
Behavioral Theory – 1st
Theorist
18. Authoritarian Leadership (Downfall)
• Excessive Leader Dependence
• One way communication
• Fearful and devalued Employees
• Exploitation of Employees
• High Staff Turnover and Absenteeism
• Low Employee Morale
Kurt Lewins
Behavioral Theory – 1st
Theorist
20. Kurt Lewins
Behavioral Theory – 1st
Theorist
Democratic Leadership
Assumes that individuals are motivated by
internal forces; leader uses participation and
majority rule to get work done.
21. Kurt Lewins
Behavioral Theory – 1st
Theorist
Democratic Leadership (Benefits)
• Reduced Communication Gap
• All ideas are welcome and considered
• Positive working environment
• Reduced Employee turnover
• Leadership skills are developed
22. Kurt Lewins
Behavioral Theory – 1st
Theorist
Democratic Leadership (Downfall)
• Managers tend to please the subordinates
• Long process for decision making
24. Kurt Lewins
Behavioral Theory – 1st
Theorist
Laissez-faire Leadership
Assumes that individuals are motivated by
internal forces and should be left alone to
complete facilitation.
25. Kurt Lewins
Behavioral Theory – 1st
Theorist
Laissez-faire Leadership(Benefits)
• No work for the leader
• Allows the visionary workers the opportunity to do what
they want to do, free from interference.
• Frustration may force others into leadership roles.
26. Kurt Lewins
Behavioral Theory – 1st
Theorist
Laissez-faire Leadership (Downfall)
• Less Group satisfaction
• Less Group productivity & Poorer quality of work
• Less personal growth
• Jobs fall back on someone else or are not completed
27. Jenkins and Henderson
Behavioral Theory – 2nd
Theorist
Bureaucrat Leadership
Assumes that individuals are motivated by
external forces; leader trusts neither followers
nor self to make decisions and therefore relies
on organizational policies and rules.
28. Bureaucratic Leadership(Benefits)
• Very useful in organizations where employees do routine
tasks
• Ensure safety and accuracy and increase security and
minimize malpractice
• Ensure strict adherence to policies such as financial
handling
Jenkins and Henderson
Behavioral Theory – 2nd
Theorist
29. Bureaucratic Leadership (Downfall)
• Inflexible; work habit forms are hard to break, especially if
they are no longer useful.
• Does not promote creativity, innovation, advancement of
skills and knowledge.
• Cause resentment as the expertise, qualifications, and
advices of followers/team members are not valued in this
approach.
Jenkins and Henderson
Behavioral Theory – 2nd
Theorist
30. Autocratic Democratic Laissez Faire Bureaucratic
Concerned with task
accomplishment rather
than relationships.
Makes decisions alone
Expects respect and
obedience of staff.
Lacks group support
generated by
participation.
Exercises power with
coercion.
Proves useful (even
necessary) in crisis
situation.
Is primarily concerned
with human relations
and teamwork.
Fosters
communication that is
open and usually two-
way.
Creates a spirit of
collaboration and joint
effort that results in
staff satisfaction
Tends to have few
established policies;
abstains from leading.
Is not generally useful
in highly structured
organizations. (e.g.,
health care institutions)
Lack a sense of
security and depends
on established policies
and rules.
Exercises power by
applying fixed, relatively
inflexible rules.
Tends to relate
impersonally to staff
Avoids decision-making
without standards or
norms for guidance.
Comparison
31. • (1906 – 1 October 1964).
• Management professor at the MIT Sloan School of Management
• President of Antioch College from 1948 to 1954.
• He also taught at the Indian Institute of Management Calcutta.
• His 1960 book The Human Side of Enterprise had a profound
influence on education practices.
Douglas McGregor
Behavioral Theory – 3rd
Theorist
32. Human Side of Enterprise
or
X and Y Theory
Douglas McGregor
Behavioral Theory – 3rd
Theorist
33. X Theory (-)
Assumes that people dislike work and will avoid
it; consequently, workers must be directed,
controlled, coerced, and threatened so that
organizational goals can be met.
Douglas McGregor
Behavioral Theory – 3rd
Theorist
34. Y Theory (+)
It is the manager’s assumption that people do not inherently dislike work
and that work can be a source of satisfaction. Theory Y managers
assume that workers have the self direction and self-control
necessary for meeting theirs objectives and will respond to rewards
for the accomplishment of those goals.
Douglas McGregor
Behavioral Theory – 3rd
Theorist
39. Great Man Theory
• Leaders are born, not made.
• This approach emphasized that a person is born
with or without the necessary traits of
leaderships.
Early explanations of leadership studied the
“traits” of great leaders
“Great man” theories (Gandhi, Lincoln, Napoleon)
Belief that people were born with these traits and
only the great people possessed them
40. Great Man Theory
• Great Man approach actually emphasis
“charismatic” leadership. charisma being the
Greek word for gift.
• No matter what group such a natural leader
finds himself in, he will always be recognized for
what he is.
• According to the great man theory of leadership,
leadership calls for certain qualities like
commanding personality, charm, courage
,intelligence, persuasiveness and
aggressiveness.
