Key Text:

Thomas Carlyle (1847) On Heroes and Hero Worship

Chapters in On Heroes and Hero Worship

Thomas Carlyle (1847)

Great Man Theory

Series of Lectures

1. Hero as DIVINITY (Oden)

2. Hero as PROPHET (Muhammad)

3. Hero as POET (Dante, Shakespeare)

4. Hero as PRIEST (Luther and Knox)

5. Hero as MAN OF LETTERS (Johnson, Rousseau, Burns)

6. Hero as KING (Cromwell, Napoleon)

Leaders are born, not made - only varied by situations in which divinely placed.

"Find in any country the Ablest Man that exists there; raise him to the supreme place, and loyally reverence him: you have perfect government for that country; no ballet-box, parliamentary eloquence, voting, constitution building, or other machinery whatsoever can improve it a whit."

Spencer (1884): times produce the man and not the reverse (1884) - situationalist

Leo Tolstory, War and Peace: events shape themsleves; great men take advantage - perhaps changing them, but not shaping them.

Heiffetz (1994): Values this history maker, placing Gandhi and Hitler in the same category

Trait Theory

Key Theorist

Trait Theory

Summary

One of the earliest approaches.

Hundreds of studies in the 1930's and 40's

Emphasizes leader's attributes (personality, motive, value, skills)

Trait Theory

Underlying Assumption

Trait Theory

Big Five Personality Traits

OCEAN

Openness

Concientiousness

Extraversion

Agreeableness

Neuroticism

Trait Theory

Modern Examples

Gardner (1989)

Bass and Stogdill (per Ciulla)

Trait Approach

Criticisms

Ignored intervening variables and explanatory processes

Assumes stability of traits

Those who possess traits yet don't lead?

No single trait appears to guarantee leadership

Heiffetz (1994): Would select the same men to study as the Great Man Theory

Basically draws on every positive personality trait (not a genuine category?)

Ciulla: Concern for ethics?

Behavioral Theory

Theorists and Dates

Ohio State and Michigian Studies (1950's)

Mann (1965)

MacGregor (1960)

Blake and Mouton (1964)

Behavioral Theory

Conceptual Summary

Rejects Great Man and closer to Trait Theory

Two categories of what managers acutally do: (1) How they spend time. (2) Identifying effective leadership behavior

Behavioral Theory

Ohio State Studies

Task vs. Relationships

Consideration vs. Structure

Behavioral Theory

Mann (1965)

Behavioral Theory

MacGregor (1960)

Theory X vs. Theory Y

Theory X = followers cannot achieve their own goals and require exercised authority

Theory Y = Followers can achieve their own goals best by self direction

Behavioral Theory

Blake and Mouton (1964)

Managerial Grid based on initiating structure and consideration.

Ideal = high task, high relationship

Measured production (1-9) on horizontal scale and People (1-9) on verticle scale

Attracted attention of managers

Behavioral Theory

Blake and Mouton (1964)

5 Basic Styles of Leadership

Impoverished,

Task,

Middle of the Road,

Country Club,

Team

Behavioral Theory

Comments

Opens leadership to anyone willing to use appropriate behavior.

Works well with descriptive studies

Note awareness of relationships - growing awareness of importance of the follower

Gary Yukl (2006): The value orientation here is correct - task and people

Situational Leadership

Key Theorists

Situational Leadership

Conceptual Summary

Like behavioral theory with emphasis on task and relationship

New emphasis on setting

Situational Leadership

Hersey and Blanchard (1977)

Specifies the appropirate type of leader behavior for different levels of subordinate maturity.

Matrix based on ability (task) and motivation/confidence (relationship)

Hersey and Blanchard (1977)

Four Quadrants

Delegating (rT)

Participating (Rt)

Selling (RT)

Telling (rT)

Situational Leadership

Critiques

Hersey and Blanchard seem more about management than leadership.

Bolman and Deal: Even with high structure, would an unmotivated and unskilled worker improve?

Situational Leadership

Similiarity to Machiavelli

Contingency Leadership

Key Theorists

Fielder (1964)

House (1971)

Vroom and Yetton (1973)

Contingency Leadership

Conceptual Summary

contingency theory describes aspects of leadership that apply to some situations and not to others.

Context mediates approach

REPRESENTS A GROWING AWARENESS OF COMPLEXITY

Contingency Leadership

Fielder (1964)

Least Preferred Coworker

Measured LPC to determine task or relationship orientation

Contingency leadership

House (1971)

Path-Goal Theory

offering rewards for performance and clarifying goals for this path

Contingency Leadership

Three styles of Path-Goal Theory (House, 1971)

Directive

Supportive

Participative

Contingency Leadership

Vroom & Yetton (1973)

Normative Decision Making Model

Contingency Leadership

3 types of Normative Decision Making (Vroom and Yetton, 1973)

Autocratic

Consultative

Group-Oriented

NOTE GROWING ROLE OF FOLLOWERS

Contingency Leadership

Critiques

House 1971 Path-Goal theory very transactional

No single variable accounts for leader effectiveness

Heiffetz, 1994: mark of leadership is still about control

NeoCharismatic Leadership

Conceptual Summary

House and Aditya (1997)

Comprised of CHARISMATIC LEADERSHIP (House, 1977)

VISIONARY THEOIES (Bennis and Nanus, 1985)

TRANSFORMATIONAL LEADERSHIP (Bass, 1985)

NeoCharismatic Leadership

Key Theorists

Webber, 1947

House, 1977

Burns, 1978

Bass, 1985

Charismatic Leadership

Webber 1947

Charismatic Leadership

Yukl (2002)

Neocharismatic Leadership

Visionary Theories (Bennis and Nanus 1985)

Visionary

Confidence in and Respect for Followers

Behaving Exceptionally

Charismatic Leadership

Conceptual Summary

Often born out of crisis

offers solutions to crisis and appears capable of implementing the solution

Key: Force of personality and attribution of followers

NeoCharismatic Leadership

Collective Emphasis

Being visionary

energetic

innovative

unconventional

empowering

exemplary

inspiring followers

Charismatic Leadership

5 Behaviors (House, 1977)

Goal Articulation

Role Modeling

Image Modeing

High Expectations

Confidence in Followers

NeoCharismatic Leadership

Bass (1985) Full Range Leadership

Laissez Faire

Transactional Leadership

Transformational Leadership

NeoCharismatic Leadership

Bass (1985)

Transactional Leadership Factors

Contingent Reward

Passive Management by Exception

Active Management by Exception

NeoCharismatic Leadership

Bass 1985

Transformational Leadership Factors

Inspirational Motivation

Idealized Influence
Intellectual Stimulation

Individualized Consideration

(Neumonic = MISC)

NeoCharismatic Theory

Critiques

Heiffetz (1994): Transactional studies do not evaluate purpose or ends

Yukl (1999) called for more distinction betwen Charismatic and Transformational Leadership

Servant Leadership

Key Theorists

Servant Leadership

Conceptual Summary

Begins with a desire to serve first and lead second

Influeced by Hesse's Journey to the East

Servant Leadership

Best Test

Do those served grow as persons?

Become healthier, wiser, freer, more autonomous?

More likely to become servants?

Effect on the least privilidged?

Servant Leadership and Transformational Leadership

Comparison

Smith, Montagno, Kuzmenko (2004)

Both emphasize personal development, empowerment of followers, facilitate achievement of followers

Servant Leadership and Transformational Leadership

Contrasts

TF aligns followers interests

SL puts follower interests first

Servant Leadership and Transformational Leadership

Best Context

SL for stable environments

TF for more dynamic environments

Leadership Inventories

3 Main Ones

Leadership Practices Inventory (LPI)

Global Executive Leadership Inventory (GELI)

Myers-Briggs Type Indicator (MBTI)

Leadership Inventories

Leadership Practices Inventory

Authors