Early Leadership Studies

1. Early Leadership Studies Differentiated between leaders and followers by identifying the characteristics necessary to complete a task Others identified leaders by observable behaviors Some theorists looked at situational or contingency approaches to leadership Johns Hopkins University School of Professional Studies in Business and Education 2006

2. The ability of an individual to influence others to pursue defined goals and objectives Includes establishing relationships with individuals affiliated with the organization sufficiently to gain commitment Involves acquiring a knowledge of individuals and situations (recognizing the individual) Leadership Definitions from the Early Studies Johns Hopkins University School of Professional Studies in Business and Education 2006

3. R.M. Stogdill (1948) • Looked at over 100 studies from the 30’s and 40’s. There were no characteristics or traits that distinguished leaders from non-leaders. Johns Hopkins University School of Professional Studies in Business and Education 2006

4. Later Studies The Iowa Studies (1930’s ) –tried to identify styles or behaviors of leadership Kurt Lewin- looked for a style or pattern of leadership behaviors Determined three leadership styles: Autocratic, Democratic, and Laissez-Faire Johns Hopkins University School of Professional Studies in Business and Education 2006

5. Autocratic: very direct; decision making and power centralized with the leader; full responsibility for the task from beginning to end.Democratic: shared decision making; followers considered equals; group discussion and decisions Johns Hopkins University School of Professional Studies in Business and Education 2006

6. Laissez-Faire: complete freedom to the group; little concern for completing the job; subordinates left on their own to complete the task Johns Hopkins University School of Professional Studies in Business and Education 2006

7. Democratic leadership viewed as the most effective and as a result:Leadership must be democratic, driving fear out of the workplace and fostering a community of leaders who collaborate on all major issues Johns Hopkins University School of Professional Studies in Business and Education 2006

8. The Ohio State Studies- Late 50’s • What behaviors do leaders display? • Leadership is the behavior an individual displays when directing a group toward goal attainment • Found two categories: Initiating structures (task orientation) and Consideration (people orientation) Johns Hopkins University School of Professional Studies in Business and Education 2006

9. Quadrant 1 high consideration and low structureQuadrant 2 high consideration and high structureQuadrant 3 low consideration and high structureQuadrant 4 low consideration and low structure Johns Hopkins University School of Professional Studies in Business and Education 2006

10. Michigan Studies • Focused on the identification of relationships among leader behaviors, group processes, and measures of group performance • Studies indicated three types of leader behaviors that differentiated effective and ineffective managers Johns Hopkins University School of Professional Studies in Business and Education 2006

11. Task-oriented behavior: focus on subordinates, high standards, highly organized, identification of methods to obtain objectives, close supervision Johns Hopkins University School of Professional Studies in Business and Education 2006

12. Relationship-oriented behavior: development of personal relationships, focusing on the personal needs of staff, behaviors that motivate Johns Hopkins University School of Professional Studies in Business and Education 2006

13. Participative leadership: use of group supervision, enhance follower participation in decision making, communication, cooperation, and resolving conflict Johns Hopkins University School of Professional Studies in Business and Education 2006

14. Michigan studies revealed that effective leaders: • Possess task-oriented behavior • Set high performance goals • Focus on planning, coordinating, and facilitating work • Develop positive interpersonal relations • Allow subordinates a degree of autonomy (high productivity results in high morale) • Believe in SHARED LEADERSHIP Johns Hopkins University School of Professional Studies in Business and Education 2006

15. Blake and Mouton Managerial Grid (1985) • Two dimensions of leadership • Concern for production (task orientation) • Concern for people (relationship orientation) Johns Hopkins University School of Professional Studies in Business and Education 2006

16. Country Club management- focus on relationships at the expense of productivityAuthority/obedience management- power and control used to get results Johns Hopkins University School of Professional Studies in Business and Education 2006

17. Impoverished management- leader does only what is necessary to remain employedOrganizational management- maintain the status quo; go-along-to-get-alongTeam management- high concern for both task completion and maintenance of relationships Johns Hopkins University School of Professional Studies in Business and Education 2006

18. Hersey and Blanchard (1977)Situational Leadership • Q1 High task Low relationship • Q2 Low task Low relationship • Q3 Low Task High relationship • Q4 High task High relationship Johns Hopkins University School of Professional Studies in Business and Education 2006

19. Hersey and Blanchard • Q1 Directive: gives specific direction with close supervision • Q2 Delegation: gives responsibility for problem solving/decisions to subordinates • Q3 Supportive: facilitates and supports subordinates, shares responsibility • Q4 Coaching: specific direction, close supervision, explains, solicits, supports Johns Hopkins University School of Professional Studies in Business and Education 2006

20. POWER and AUTHORITYJohn French (1993) • Legitimate or position power • Referent or personality power (charismatic) • Reward power • Expert power Johns Hopkins University School of Professional Studies in Business and Education 2006

21. For additional information: • http://ollie.dcccd.edu/mgmt1374/book_contents/4directing/leading/lead.htm Johns Hopkins University School of Professional Studies in Business and Education 2006