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Traditional Leadership Theories (Traits (Research Stogdill (1948), Mann…
Traditional Leadership Theories
Traits
Description
Great man theories
People are born with traits
Recent resurgence with charisma
Based on characteristics of leader
Genetic
Implications
About organisations selecting
individuals with traits
Criticisms
No definitive list
Subjective research
Exclusively on leader
Ignores context, culture, gender
Limited conclusive evidence
Focus on heroic leaders
Doesn't connect to group outcomes
Research
Stogdill (1948), Mann (1959),
Lord et al (1986), Kirkpatrick et al (1991),
Zaccarp et al (2004)
Common Traits
Intelligence
Self Confidence
Determination
Integrity
Sociability
Judge et al (2002)
Meta analysis
Extroversion, conscientiousness
openness, low neuroticism
Strengths
Intuitively Appealing
Confirms portrayal of leaders
Century of research
Focuses on leader
Benchmarking
Useful for awareness/development
Measures
Myers Briggs, Minnesota
personality inventory, LTQ
Skills
Description
Leader centred
Skills/abilities learnable
1990s recognised
About solving problems
Katz (1955) paper on skills
Technical Skill
Human Skill
Conceptual Skill
Strengths
Leader centred focused
on developing skills
Makes it inclusive
Widens view of leadership
Criticisms
Too broad
Weak predictive value
Includes many traits
US Based, army
generalisability?
Mumford Skills Model
(2000)
Behaviour and Style
Description
Behaviour of leader
How they act and do
Task behaviours and
relational
Task
: Facilitate goals
Relational
: Help people
Studies and Theories
Ohio
How leaders act
Subordinates entered
surveys
Focus on initiating structure
and consideration
Michigan
Leadership in small groups
Employee orientation and
production orientation
Blake and Mouton
Managerial Grid (1960)
Impoverished management
Country club management
Team Management
Authority-Compliance Management
Vroom Continuum
Authoritarian
Democratic
Decision Styles
Decide, Consult Individually, Consult Group
Facilitate, Delegate
Strengths
Assesses broadly
Expands to what they do
Based on research
Focus on task and people
Criticisms
Not linked to performance, morale
job satisfaction and productivity
Yukl (1994) contradictory
No universal type of leadership
Limited support for high high best
depends on situation
Contingency
Description
Leader-match theory (Fiedler, 1974)
Depends on style to context
Performance contingent on match
Based on leadership and situational
variables
Leadership Styles
Task motivated (Low LPC)
Relationship motivated (High LPC)
Least preferred co worker scale, questionnaire
Situational Variables
Leader member relations: good or
bad
Task structure: high or low
Positional Power: strong or weak
Strengths
Empirical support
Predictive
Not all or nothing
Leadership profiles
Weaknesses
Ignores other
context
Why are some
more successful
than others
LPC does not
correlate with other leadership
measures
Cumbersome in real world
Situational
Matching according to
commitment and competence
(Hersey and Blanchard, 1969)
Determines whether leader should
Delegate
Support
Coach
Direct