Pre-industrial & Pre- bureaucratic
ERA 1
ERA 2
ERA 3
ERA 4
orgs are small and run by single person who employed family and friends.
era of great man theory and traits theories
The great man theory suggests that leadership traits could only be inherited.
The traits theory suggests that specific traits or characteristics possessed by an individual made them distinguishable from non-leaders.
Emergence of Hierarchy and Bureaucracy
The world is still stable but organizations are beginning to grow therefore requiring orgs to require rules and standard procedures to ensure that activities are performed efficiently and effectively.
in era 2 the hierarchies of authority caused chaos within organizations and made workers less efficient
Rise of "rational manager" who directs and controls using an impersonal approach
Era where employees weren't expected to think for themselves but rather do what they are told, follow rules and procedures, and accomplish specific tasks
ERA 2 managers were concerned with the big picture rather than details
Era where contingency and behavior theories emerged
contingency theories:
Leaders can analyze their situation and tailor their behavior to improve leadership effectiveness
looked at the fact that not all behaviors are appropriate for every situation
involved situational theories
emphasized that leadership cannot be understood in a vacuum
leaders' behavior correlated with leadership effectiveness or ineffectiveness
suggest that traits are only inherited and cannot be learned or adjusted
Behavior theories:
Leaders' behavior correlated with leadership effectiveness or ineffectiveness
First time it was looked at as "anyone can be a leader" not just those who had certain traits
inherited traits lead to leadership behaviors
involve situational theories
suggest that any behavior can be appropriate for every situation
The world is no longer stable and techniques of rational management are no longer successful.
ERA 3 began a confusing time for leaders
emergence of knowledge work and emphasis on horizontal collaboration
Influence theories emerged and leader influence was very important because of the need to change organizational structure and cultures
Leadership shifted from one person being in charge to being shared among team leaders. Members with the most expertise or knowledge on the matter at hand took on leadership roles.
influence theories
examined the influence between leaders and followers
charismatic leadership emerged which meant leaders could influence based on their qualities or personality.
suggest that followers were not easily influenced and were skeptical of change
state that followers were beginning to have bigger influence on leaders.
digital, mobile, social media age
Emergence of "agile" leaders who made the leap to giving up control in the traditional sense
Leaders emphasized relationships and networks. They were influencing through vision, meaning, purpose, and values rather than management, authority, and control
rational leadership theories
leaders used rational structure to control followers
leaders were not accepting of these theories because they didn't want to lose control.
era 3
era 4
focused on how leaders and followers interact and influence one another
transformational & servant leaders
Phenomenon where individuals can't advance further because of a mismatch between job needs and their personal skills and qualities
Firing
Laying off
Derailment
5 fatal flaws that cause derailment
Performance problems
Problems with relationships
Difficulty changing
Difficulty building and leading a team
Too narrow management experience
Unwillingness to adapt
Inability to work efficiently
Failing to see the big picture
4 types of leader behavior
democratic
autocratic
bureaucratic
task-oriented
people-oriented
structured
laid back
characteristics of people-oriented leadership behavior
focus on human needs to subordinates
positive and respectful
supportive and facilitate interaction
define goals for employees
trustworthy and encouraging
accepting and compassionate
check progress and work quality
creates hostility among workers
characteristics of task-oriented leadership behavior
leaders direct activities toward efficiency, cost cutting, and scheduling
Goal emphasis and work facilitation
Acknowledge accomplishments
Set performance expectations and evaluate performance
coordinate activities and plan use of resources
facilitate interaction
leader delegates authority
Autocratic leader behavior:
leaders who tend to centralize authority and derive power from position, control of rewards and coercion
leader who delegates authority to others, encourages participation, relies on subordinates knowledge for task completion, and depend on subordinate respect for influence
Tends to create hostility among group members/employees
workers perform even in the absence of the leader
group members characterize leadership experience by positive feelings
democratic leadership behavior
a leader who delegates authority to others, encourages participation, relies on subordinates’ knowledge for completion of tasks, and depends on subordinate respect for influence
a leader who tends to centralize authority and derive power from position, control of rewards and coercion
creates hostility among group members/employees
group members perform even in absence of leader
group members characterize leadership experience with positive feelings
people-oriented and task-oriented behaviors exist autonomously of one another but a leader can display both democratic and autocratic leadership styles simultaneously
