L3_Leadership Behaviour.pptxVIP

BU6008 Leadership Change Management Session 3 Leadership Behaviour/Style Approach 2 Aims and Objectives Aim: Introduce and examine theories which are associated with the Leadership Behavioural / Style approach Objectives: Gain awareness of how behaviour differs from traits Identify and explore early behavioural studies and assess their impact on current leadership thinking Gain a critical understanding on how behaviour influences different styles of leadership 3 Broad classification of Leadership Behaviour/Style Several ways to describe leadership style e.g. dictatorial, unitary, bureaucratic, benevolent, consultative, participative, abdicator Mullins (2005) argues managerial leadership style can be classified under three broad headings: Authoritarian/Autocratic styleFocus of power sits with manager; all group interactions move towards manager Democratic styleFocus of power more group based; greater interaction within group. Leadership functions shared with manager more of a team member Laissez-faire (genuine) Manager observes group members working well on their own, therefore consciously decides to pass focus of power to members, giving them freedom of action, only intervening if help required 4 Approaches to Leadership Behaviour Emphasis on behaviour not personality: emphasis on what leaders do and how they act Although personality, values, intelligence important, only indirectly related to leadership effectiveness One advantage over traits is behaviour potentially easier to measure as can be observed; also potentially less sensitive Behaviour under conscious control, so can choose to change it Bass (1990) identified 29 different systems to classify leadership behaviour, However, Wright (1996) argued many very similar – he claimed they could be categorised under four main leadership styles 5 Studies tend to focus upon 2 key patterns of leadership skills and behaviours: Task Behaviours: assisting group members to achieve particular group and individual o