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Leadership Theory Concept Map

Ellie Anderson

Congrats, you've reached the top!

"The best view comes after the hardest climb"

Adaptive Leadership

  • All about how leaders prepare & encourage people to adapt, face, & deal with problems
  • Goal: encourage people to change & learn new ways of living so they may do well & grow
  • Stresses activities of leader in relation to work of followers in the contexts in which they find themselves
  • More follower centered
  • Not defined by position, anyone can be this kind of leader
  • Systems perspective: problems complex, dynamic, can evolve & change, connected to others in web of relationships
  • Biological perspective: people develop & evolve as result of having to adapt, therefore thrive in new circumstance
  • Service orientation: use expertise/authority to serve people with possible solutions
  • Psychotherapy perspective: understand people need supportive environment
  • Model:
  • Situational Challenges- technical, technical & adaptive, adaptive challenges
  • Leader behaviors- get on the balcony, identify the adaptive challenge, regulate distress, main disciplined attention, give back the work, protect leadership voices from below
  • Adaptive work- holding environment, leader-follower interaction

Transformational Leadership

  • More attention to the charismatic & affective elements of leadership
  • Process that changes & transforms people, includes assessing followers' motives satisfying their needs & treating them as full human beings
  • Exceptional form of influence to go above expectations, increased motivation and morality
  • Full Range of Leadership Model:
  • Laissez-Faire: absence of leadership, hands off, little effort to help grow
  • Management-by-exception: negative feedback & reinforcement
  • passive: intervenes only after standards not met or problem
  • active: watch closely for mistakes/violations then takes corrective action
  • Contingent reward: exchange process
  • Transformational 4 I's: idealized influence/charisma, inspirational motivation, intellectual stimulation, individualized consideration, charisma becomes a part here
  • Takes special kind of person, need followers to buy into it & then in turn hope they will be that kind of leader as well
  • Increased perception of effective leadership, satisfaction, performance, engagement, and motivation

Authentic Leadership

  • Focuses on whether leadership is genuine or real in a time where people demand trustworthy leadership
  • Intrapersonal perspective: focuses closely on leader & what goes on within the leader (lead from conviction, emphasis on life experiences)
  • Interpersonal process: relational, created by leaders & followers together, leaders affect followers & followers affect leaders
  • Developmental perspective: something that can be nurtured, develops over lifetime, can be triggered by major life event
  • Practical approach: genuine desire to serve others, feel free to lead from own core values
  • Theoretical approach: pulled from leadership, positive organizational scholarship and ethics
  • Components:
  • Self awareness
  • Internalized moral perspective
  • Balanced processing
  • Relational transparency
  • Factors that influence:
  • Positive psychological attributes
  • Moral reasoning
  • Critical life events

Servant Leadership

Path-Goal Theory

Leader-Member Exchange (LMX) Theory

  • Emphasizes leaders attentive to followers, putting them first
  • Follower self interests before leader self interests
  • All about service & influence, empowering followers to develop to full capacities, empathize with followers & nurture them
  • Serve first, lead second
  • Leaders ethical, serving greater good of organization, company & society at large
  • Make sure other's highest priority needs are being served
  • Everyone can learn to be one, yet often feels called to be one
  • Follower receptivity
  • 10 characteristics: listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to growth of people, and building community
  • Linden's model for Servant Leadership:
  • Antecedent conditions: context & culture, leader attributes, follower receptivity
  • Servant leader behaviors: conceptualizing, emotional healing, putting followers first, helping followers grow & succeed, behaving ethically, empowering, creating value for the community
  • Outcomes: follower performance & growth, organizational performance, societal impact
  • About how leaders motivate followers to accomplish designated goals
  • Enhance follower performance & satisfaction by focusing on followers motivation
  • Leaders try to enhance follower's goals by rewarding or providing info, provide followers with the elements they think followers need to reach their goals
  • Emphasizes relationship between leaders style & characteristics of the followers & organizational setting, using the style that best meets followers' motivational needs
  • 1) Leader behaviors: directive, supportive, participative, achievement oriented
  • 2) Follower characteristics
  • 3) Task characteristics
  • Then, altogether follower motivation increases towards the goal
  • Followers motivated if:
  • They're capable of the task
  • Their efforts will result in certain outcome
  • Payoffs for doing work is worthwhile

Behavioral Approach

Trait Approach

  • Process centered on interactions between leaders & followers
  • Attention towards differences between leader & each of leader's followers
  • leader forms special relationships with all of followers, each special & unique
  • In-group & out-group
  • Dyadic relationship is the focal point
  • Phase 1: stranger
  • Phase 2: acquaintance
  • Phase 3: partnership
  • Not exclusionary behavior by leader towards out-group, just more transactional in the way they interact
  • Found high quality leader-member exchanges produce # of positive outcomes

Situational Approach

  • Innate characteristics of leaders
  • Properties possessed in varying degrees
  • Major leadership traits:
  • Intelligence
  • Self confidence
  • Determination
  • Integrity
  • Sociability
  • Extraversion most strongly associated out of Big 5 (Conscientiousness, Agreeableness, Neuroticism, openness & extraversion)
  • Having a leader of certain qualities critical to effective leadership
  • Personality more seen in leadership emergence, being perceived as a leader
  • Emphasizes the behavior of the leader, what leaders do & how they act
  • Task behaviors vs. Relationship behaviors
  • Ohio State studies:
  • How someone acts when leading a group, responses showed initiating structure & consideration, core of this approach & central to what leaders do
  • Michigan studies:
  • Attention to impact of leaders' behavior on performance of small groups, employee orientation & product orientation
  • Mangerial Grid, concern for production vs. concern for people
  • Authority compliance: high production, low people
  • Country club management: low production, high people
  • Impoverished management: low production, low people
  • Middle of the Road management: mediocre for both
  • team management: high production, high people
  • Additions:
  • Paternalism/Maternalism- uses both (1,9) & (9,1) styles, "benevolent dictator", fatherly/motherly towards followers yet punish noncompliance
  • Opportunism- uses any of basic 5 styles for own personal advancement, adapt & shift behavior
  • All about leadership in situations, different situations demand different kinds of leadership
  • Leader adapts to the follower
  • Directive & Supportive dimension
  • Leader evaluates follower, assesses how competent & committed they are to a given goal
  • Follower skill & motivation may vary over time, leader should then change degree they're Directive/Supportive to meet changing needs of followers
  • S1 (Directing): high Directive, low Supportive
  • S2 (Coaching): high Directive, high Supportive
  • S3 (Supporting): low Directive, high Supportive
  • S4 (Delegating): low Directive, low Supportive

Skills Approach

  • Emphasis on skills & abilities that can be learned & developed in a leader
  • 3 basic skills of an effective administrator:
  • Technical skills
  • Human skills
  • Conceptual skills
  • Skill based model
  • Competencies: problem solving skills, social judgement skills, and knowledge
  • Individual attributes: general cognitive ability, crystallized cognitive ability, motivation, and personality
  • Leadership outcomes
  • Career experiences
  • Environmental influences

Relational Leadership Theories

Behavioral Leadership

Theories

Dispositional Leadership

Theories

Contingency Leadership

Theories

Gender and Leadership

Key to Your

Leadership Hike

Leadership Ethics

Culture and Leadership

  • Evidence that women assume more domestic responsibility which leads to less work experience & more career interruptions
  • additionally, women receive less formal training & have fewer developmental opportunities at work than men
  • Women no less effective at leadership, committed to their work, or motivated to attain leadership roles than men
  • however, women less likely to self-promote than men are and less likely to initiate negotiation
  • women more likely to use democratic & transformational styles than men are
  • Prejudice is particularly detrimental during unstructured decision-making processes that often occur when elite leaders are selected

Follower Centered

Helping follower

to reach goal

Categories, broken down

Leader

flexibility

Your Hike Starts Here!

Team Leadership

  • Provides set of principles that guide leaders in decision making about how to act & be morally decent
  • Theories about conduct & character
  • Leaders have enormous ethical responsibility for how they affect others due to the aspect of influence
  • Pays attention to followers' needs & importance of leader-follower relationships
  • Engage followers to accomplish mutual goals
  • Rooted in respect, service, justice, honesty, & community

Leader Follower Relationship

  • Globalization creating greater need for leaders with greater understanding of cultural differences & increased competencies in cross-cultural communication and practice
  • Ethnocentrism & prejudice can inhibit cultural awareness
  • 9 cultural dimensions found through the GLOBE studies
  • High degree of integrity, charisma & interpersonal skills universally endorsed
  • An ineffective leader was found to be asocial, malevolent, self focused, and autocratic

Pick the path that's right for you!

Human vs.

Task skills

Motivation

  • Team Leadership model provides framework to study systematic factors that contribute to a team's outcomes or general effectiveness
  • Also to help team accomplish its goals by monitoring & diagnosing them team & taking the requisite action
  • Strategic Decision model reveals various decisions team leaders must make to improve effectiveness
  • What type of intervention should be used: Monitoring or Action taking
  • At what level should the intervention be targeted: Internal or External
  • What leadership function should be implemented to improve team functioning?
  • Outcomes: greater productivity, more effective use of resources, better decisions & problem solving, better quality products & services, greater innovation & creativity

Now for some elements that might affect your hike!

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