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Leadership Non-Communication Approaches

Leadership Non-Communication Approaches. Chapter 10 February 28, 2002. Overview. Perspectives Relational, Interactional , Structural, Functional, Motivational, Perceptual Group Leadership Approaches Trait “Great Man Theory of Leadership” PERSONALITY Style (e.g., Task & Maintenance Styles)

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Leadership Non-Communication Approaches

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  1. LeadershipNon-Communication Approaches Chapter 10 February 28, 2002

  2. Overview • Perspectives • Relational, Interactional, Structural, Functional, Motivational, Perceptual • Group Leadership Approaches • Trait “Great Man Theory of Leadership” • PERSONALITY • Style (e.g., Task & Maintenance Styles) • MANNER • Situational • SITUATION • Contingency Approach (LPC) • RELATIONSHIP BETWEEN VARIABLES • trait and situation interaction • Style variables

  3. Group Leadership Perspectives • Relational – (interdependent relationships) a group’s leader is the person who is able to act the most independently in relation to the other group members. • Interactional – (interaction) a group’s leader is the person who leads by controlling the interaction that can take place. • Structural – (roles & norms) natural leadership; a group’s leader is the person who plays the role of “leader” and who performs leadership behaviors. • Functional – (social system with goals) leaders are able to perform certain functions to help groups succeed. • Motivational – (react to some force) leaders are associated with the force the guides the group (provides drive or determines means for satisfying it). • Perceptual – (define and perceive themselves as a group) a group’s leader is determined by group perception. • Pavitt’s Perspective

  4. Group Leadership Approaches • TRAIT APPROACH - People have special qualities that cause them to assume leadership positions in any situation. • “Great Man Theory” • RQ: What specific characteristics distinguish leaders from other group members? • Leadership can be predicted by considering the impact of one variable, the personality of the leader. • FLAWED APPROACH

  5. Group Leadership Approaches • STYLE APPROACH – Leadership is “task-specific” such that a leader’s style determines her or his success. • RQ: What leadership style is most appropriate for a given task? • Leadership can be explained through the effect of one variable, the manner by which the leader leads. • Kurt Lewin’s Three Styles of Leadership • Autocratic, Democratic & Laissez Faire • Task and Maintenance as Leadership Styles • Task (Production) & Maintenance (People) • Figure 10.4 – page 12

  6. Group Leadership Approaches • SITUATIONAL APPROACH – Leadership is “situation-specific” such that different leadership styles are effective in different situations. • RQ: What leadership styles are most appropriate for specific group circumstances (follower maturity level; questions answered) • Hersey & Blanchard’s (1982) “Life Cycle Theory” • Maturity level of followers plays an important role in selecting appropriate leadership behavior. • Follower Readiness X Leader Behavior (guidance X support) • Vroom & Yetton’s (1973) “Decision-Making Theory” • “Normative Decision Theory” • Developed rules for leaders to follow when selecting among styles

  7. Group Leadership Approaches • CONTINGENCY APPROACH – Leadership is best explained by considering the impact of multiple variables simultaneously; concerned with how leadership traits and styles can effect how successful a leader will be in differing group situations • RQ: What strategies can be used to select the best person to perform task leadership functions? • Fiedler’s (1964, 1967, 1978) “Contingency Theory” • Least Preferred Co-worker – LPC • Leader-member relations • Task structure • Position power • TRAIT, SITUATION, TASK/SITUATION

  8. Summary • Perspectives • Relational, Interactional, Structural, Functional, Motivational, Perceptual • Group Leadership Approaches • Trait “Great Man Theory of Leadership” • PERSONALITY • Style (e.g., Task & Maintenance Styles) • MANNER • Situational • SITUATION • Contingency Approach (LPC) • RELATIONSHIP BETWEEN VARIABLES • trait and situation interaction • Style variables

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