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    Managers Are People Who Do Things Right. Leaders Are People Who Do The Right Things

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    Nithya Nambiar
    The document discusses different theories of leadership over the last 100 years. It covers trait theories from the 1940s which focused on innate characteristics like intelligence and height that made someone a leader. Behavioral theories from the 1950s looked at what leaders actually do, identifying two factors of consideration for subordinates and initiating structure. Styles discussed include authoritarian, democratic, and laissez-faire approaches. Later models examined the balance between task and relationship orientations.

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    Managers Are People Who Do Things Right. Leaders Are People Who Do The Right Things

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    Nithya Nambiar
    4 views18 pages
    The document discusses different theories of leadership over the last 100 years. It covers trait theories from the 1940s which focused on innate characteristics like intelligence and height that made someone a leader. Behavioral theories from the 1950s looked at what leaders actually do, identifying two factors of consideration for subordinates and initiating structure. Styles discussed include authoritarian, democratic, and laissez-faire approaches. Later models examined the balance between task and relationship orientations.

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    The document discusses different theories of leadership over the last 100 years. It covers trait theories from the 1940s which focused on innate characteristics like intelligence and height that made someone a leader. Behavioral theories from the 1950s looked at what leaders actually do, identifying two factors of consideration for subordinates and initiating structure. Styles discussed include authoritarian, democratic, and laissez-faire approaches. Later models examined the balance between task and relationship orientations.

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    4 views18 pages

    Managers Are People Who Do Things Right. Leaders Are People Who Do The Right Things

    Uploaded by

    Nithya Nambiar
    The document discusses different theories of leadership over the last 100 years. It covers trait theories from the 1940s which focused on innate characteristics like intelligence and height that made someone a leader. Behavioral theories from the 1950s looked at what leaders actually do, identifying two factors of consideration for subordinates and initiating structure. Styles discussed include authoritarian, democratic, and laissez-faire approaches. Later models examined the balance between task and relationship orientations.

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    of 18

    Managersarepeoplewhodo

    thingsright.Leadersarepeople
    whodotherightthings

    LEAD
    LISTENING
    ENTHUSIASME
    ARGUMENTING
    DIRECTING

    Whydoweneedleaders?
    Incompleteorganisational
    structure
    Externalchange
    Internalchange
    Motivate,inspireandinfluence

    Leadershiproles
    Policyissues,strategicdecisionmaking&
    structuralchange[Origination=topmanagers
    onsystemlevel]
    Interpretstrategicdecisionsanddesign
    methodofimplementation[Interpolation=
    intermediatelevelmanagersonsubsystem
    level]
    Implementpoliciesandproceduresefficiently
    [Administration=lowerlevelmanagerswith
    knowhow]

    Approachestoleadership[100years]
    traitsapproach
    Behaviouralapproach
    Situationalapproach

    Earlytheoriesofleadership:
    TraitstheoriesorGreatMan
    theories
    Traittheoriesareabout"Whoisaleader?The
    theoriesidentifycertainpersonalitytypesand
    concernwellknownpersonalitieswhopossess
    distinguishedinnatecharacteristic,orjustwere
    attherightplaceattherighttime.Examples:
    Ghandi,Churchilletc.

    TheGreatManTheory
    Traits:Physicaltraits,
    intelligence,personality
    traits
    Stogdill(1948):revised
    124studiesofleadership&
    foundonly3attributesfor
    mostleaders:
    Height
    Intelligence
    Initiative

    Whoisyourleader?
    Lordetal(1984)
    foundthatgroup
    ascribedtoleaders3
    attributes:
    Intelligence
    Dominance
    Masculinity

    Changesbetween1948and1984
    McCare,RobertR.
    (2000):Trait
    Pychologyandthe
    RevivalofPersonality
    andCultureStudies
    Whatarethese
    changesbasedon?
    PEAK

    Leadersbehaviours

    Stogdill&Coons(1957)
    identified9dimensionsof
    behaviour:
    1.
    2.
    3.
    4.
    5.
    6.
    7.
    8.
    9.

    Initiation
    Membership
    Representation
    Integration
    Organization
    Domination
    Communication
    Recognition
    Production

    P
    K
    E
    A

    Factoranalysisofthe9
    dimensionsgave2largefactors
    Consideration
    Helpingsubordinates
    Doingfavours
    Explaining

    InitiatingStructure
    Gettingsubordinatesto
    followrules
    Settingperformance
    standards
    Makingrolesexplicit

    P
    K
    E
    A

    Behaviouraltheories[styles]:
    Whattheleaderdoes
    ratherthanwhotheleaderis

    Thewaysomeoneperformsthetask:
    CharismaticTheory
    Authoritarian
    Democratic
    LaissezFaire
    TaskvsRelationship(Blake&Mouton)

    Autoritarianstyles

    Strongcontrol
    Dominance
    Orderstobefollowed
    Directionsarecommands
    Criticismiscommon

    Democraticstyle

    Participativeandlesscontrolling
    Controlissharedbythegroup
    Stimulationandquidanceinsteadofcommands
    Groupresponsiblityfortheoutcomesisbasedon:
    Activeparticipation
    Responsibilityforoneselfandforthewelfareofthegroup
    Concernandconsiderationforeachgroupmember

    LaissezFaire

    inactive,passive,nondirectional
    Lackoflimits
    Controlislefttothegroup
    Independentnoncoordinatedactivities
    Highlyselfdirected,motivatedandselv
    organisedgroupscouldherebecomehighly
    creativeandproductive

    Taskvs.relationship
    [Blake&Mouton]

    Taskorientedleader:
    Gettheworkdoneandencouragegroupproductivity.

    RelationshiporientedLeader
    Secureinterpersonalrelationshipsthroughactivitiesthat
    meettheneedsofgroupmembers

    Thetaskandrelationshiporientationsarebipolar.
    Theleadercanbehighinonescaleandlowon
    another.Itisalsopossibletobalancebetweentask
    andrelation.

    Tannenbaum&Schmidt

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