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Leadership Theories |
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Home |
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Behavioural Theory
The Behaviour theory of leadership centres around two dimensions of leadership. |
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What is
Leadership? |
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People-oriented leader � this emphasises interpersonal relations, taking account of the needs of people and accepting individual differences. |
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Leadership
Theories |
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Production-oriented leader � this person would emphasise the technical or task aspects of the job |
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Types of
Leadership |
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This is graphed on a managerial grid first developed by Blake and Mouton. |
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Profiles |
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Interviews |
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Site Map |
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Blake and Mouton found managers performed best at the level of 9:9 which comprised of a high concern for people and a high concern for production. Those whose style was closer to the 9:1 were more authoritarian and productivity and job satisfaction were low. Those whose style depicted a 1:9 were laissez-faire and results were compromised in favour of good relationships. A 5:5 result is a middle of the road style where leaders tend to do their job without making waves.[2][3]
Other styles which can be compared are the participative leadership style (Y axis) as against directive leadership style (X axis). This would generally show the same results as concern for people and concern for production, as above.[1]
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Situational Leadership
This style of leadership is contingent upon the situation in which the leader must work. It takes into account the type of task to be done and the competence of the employees. Depending on these factors the leader may choose to use different behaviours to lead effectively. There are various models pertaining to this theory (see Fiedler Contingency Model and Path-goal theory). |
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Fiedler Contingency Model
This theory suggests that effective groups depend on: |
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A proper match between a leader�s style of interacting with followers, i.e. relationship-oriented or task-oriented, and |
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The degree to which the situation gives control and influence to the leader |
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Leader-member relations: how much followers trust and respect the leader; |
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Task structure: how well the tasks and procedures of the job are defined; |
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Position power: the level of authority to hire, fire, discipline and reward.[1][2] |
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References: |
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[1] Dubrin, A.J., Dalglish, C. & Miller, P. (2006). Leadership, 2nd Asia-Pacific edition. Australia: John Wiley & Sons.
[2] Robbins, S.P., Millett, B., & Waters-Marsh, T. (2004). Organisational Behaviour (4th
ed.). Australia: Pearson Education |
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