B A 350 Lecture Notes - Lecture 13: Situational Leadership Theory, Scandinavian Studies, Contingency Theory
20 May 2018
School
Department
Course
Professor
Leadership
Leadership
• The art of gettig soeoe to do soethig you at doe eause
s/he ats to do it
• Leadership egis here aageet eds; here the systes of
rewards and punishments, control and scrutiny, give way to
ioatio, idiidual harater, ad the ourage of oitio
(James Kouzes & Barry Posner)
• need both leaders and managers
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2
4 Component Model of Leadership
• leadership characteristics and competencies
• knowledge of situation
• knowledge of and ability to work with others
• knowledge of self, self awareness
Theory Types
• Type I – traits/characteristics
• Type II - Behavioral theories
• Type III - Situational-trait theories
• Type IV - Situational-behavior theories
What followers expect of leaders (rank ordered)
1. honest
2. competent
3. forward looking
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3
4. inspiring
5. intelligent
6. fair-minded
7. broad-minded cooperative
8. straight-forward
9. imaginative
10. dependable
11. supportive
12. courageous
13. caring
14. cooperative
Leadership Quality for CEOs Around the World (IBM 2010)
• creativity 60%
• integrity 52%
• global thinking 35%
• influence 30%
• openness 28%
• dedication 26%
• focus on sustainability 26%
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Document Summary
4 component model of leadership: leadership characteristics and competencies, knowledge of situation, knowledge of and ability to work with others, knowledge of self, self awareness. Theory types: type i traits/characteristics, type ii - behavioral theories, type iii - situational-trait theories, type iv - situational-behavior theories. What followers expect of leaders (rank ordered: honest, competent, forward looking. 2: inspiring, intelligent, fair-minded, broad-minded cooperative, straight-forward, imaginative dependable supportive courageous caring cooperative. Leadership quality for ceos around the world (ibm 2010: creativity 60, integrity 52, global thinking 35, influence 30, openness 28, dedication 26, focus on sustainability 26% Competency model: factors: (e. g. , thinking, implementation, strategic positioning, etc. , dimensions: (e. g. , decision making, motivating others, championing change, etc. , behaviors, (cid:862)takes (cid:272)al(cid:272)ulated risks as appropriate(cid:863, (cid:862)redu(cid:272)es redu(cid:374)da(cid:374)(cid:272)ies i(cid:374) pro(cid:272)esses a(cid:374)d pro(cid:272)edures(cid:863, (cid:862)gi(cid:448)es (cid:272)o(cid:373)pelli(cid:374)g reaso(cid:374)s for ideas(cid:863) Transactional vs transformational leaders: transactional: uses formal rewards and punishments to manage followers; focus on individual transactions.
