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LDC Assignment 1 for MindLab

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Annette Hollis

on 28 April 2015

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Transcript of LDC Assignment 1 for MindLab

Select one particular leadership theory
that you identify with
CONTINGENCY THEORY
Key Principles of Contingency Theory
no single best approach to leadership
Hersey-Blanchard Situational Leadership Theory
Leadership Style
Telling / Directing
Selling / Coaching
Participating / Supporting
Delegating
Relationship
with the group behaviour
Theories Within Contingency Theory
Fiedler’s Contingency Theory believes that leadership style is
fixed
and cannot be changed....
High level of direction tasks
Analyse a leadership theory (recognised in research literature) and evaluate its impact on your professional practice.
LDC Assignment 1: Annette Hollis
effective leadership relies on the fit between the style of leadership and variables within a situation
Subsequent theories believe that leadership style
can
change:
Tannenbaum and Schmidt’s Leadership Pattern
House Path Goal Theory of Leadership
and ...
(Rao & Kumar, 2010, p428 - 430)
(Rao & Kumar, 2010, p 430 - 431)
(Rao & Kumar, 2010, p 428)
Two fundamental concepts
leadership style

maturity level of the group being led
task behaviour
relationship with the group behaviour
Task behaviour
Requires the leader to give either a:
high
level of direction
low
level of direction
Low level of direction tasks
(Goleman, 2000)
Images: Google Images licensed for commercial use
kick start a turnaround
develop employee strengths
motivate during stressful times
Images: Google Images licensed for commercial use
(Goleman, 2000)
delegation
Requires the leader to give either a:
high
level of support
low
level of support
High level of supportive behaviour
Images: Google Images licensed for commercial use
Images: Google Images licensed for commercial use
(Goleman, 2000)
(Goleman, 2000)
shared decision-making
input from valuable employees
emotional and social support
Low level of supportive behaviour
One way flow of information
Monitoring group members
(Rao & Kumar, 2010, p 430 - 431; Grady, 2010, paragraph 1)
Figure 1. Situational Leadership Theory (Grady, 2010, paragraph 1)
Maturity level of the group being led
(Rao & Kumar, 2010, p.430)
A combination of:
Commitment
(degree of motivation to achieve and willingness to take on responsibility)
Competence
(extent of education and experience)
Figure 2. Maturity level of the group being led. (Grady, 2010, paragraph 1)
Benefits of SLT
Figure 3. The full Situational Leadership Theory
(Grady, 2010, paragraph 1)
Allows for the influence of situational factors on leadership (Rao & Kumar, 2010)
Maturity and competency of a group can be factors that are easily overlooked
Easy assessment of what leadership style to use
Simplicity of theory allows for easy application
“Hersey-Blanchard Situational Leadership Theory” (2015, paragraph 1)
Disadvantages of
SLT

"power still rests with the leader" (Dambe and Moorad, 2008, p. 579)
less application to:
leaders
with limited power or in administrative roles
situations
that are complex or time-sensitive
tasks
that need more than just worker competence or commitment ("Hersey-Blanchard Situational Leadership Theory", 2015, paragraph 1)
difficulty to test validity in jobs that are
multifaceted.
Norris & Vecchio (1992) noted deficiencies in the theory around the maturity levels:
“when maturational change is likely to occur"
(paragraph 13)
how large a change it would be,
how to measure and conceptualize employee
maturity
Evaluate how your chosen leadership theory informs your professional practice with support from a range of examples
Figure 4. Example of "Directing" Leadership
PowerPoint Example of Task that required "Coaching" & "Supporting" Leadership
Full transcript