This paper will be a researched paper (15-20 double-spaced text pages) on adult learning theories and leadership principals on a
- This paper will be a researched paper (15-20 double-spaced text pages) on adult learning theories and leadership principals on a leadership initiative within the student’s home institution or in an educational setting approved by the instructor. The paper should follow APA format.
- Title Page (Sample Title Page located at content tab)
- Chapter I. Introduction
- This is where you present a purpose, roadmap and short summary on the importance of your select topic and a short summary of the results of your topic
- Chapter II. Literature Review
- This where you will summarize the information and data from your references
- Chapter III. Analysis
- This is where you provide your own analysis of your topic anchored in fact and reason
- Chapter IV. Summary
- Summarize the meaning of your analysis
- Reference Page
- Please upload your completed paper by due date on the calendar.
Week 4
January 26, 2022
1
Path-Goal Theory
Chapter 6
2
Path-Goal Theory Perspective
Conditions of Leadership Motivation
Leader Behaviors & Follower Characteristics
Task Characteristics
Path-Goal Theory Overview
3
Path-Goal Theory (House, 1971)
Definition: centers on how leaders motivate followers to accomplish designated goals
Emphasizes the relationship between the:
Leader’s style
Characteristics of the followers
Work setting
4
Path-Goal Theory (House, 1971)
Goal – To enhance employee performance and satisfaction by focusing on employee motivation
Motivational Principles – Followers will be motivated if they believe:
they are capable of performing their work
that their efforts will result in a certain outcome
that the payoffs for doing their work are worthwhile
5
Challenge to Leader
Use a Leadership Style that best meets followers' motivational needs:
choose behaviors that complement or supplement what is missing in the work setting
enhance goal attainment by providing information or rewards
provide followers with the elements they need to reach their goals
6
Conditions of Leadership Motivation
Leadership generates motivation when:
It increases the number and kinds of payoffs followers receive from their work
Makes the path to the goal clear and easy to travel through with coaching and direction
Removes obstacles and roadblocks to attaining the goal
Makes the work itself more personally satisfying
7
8
9
Leader Behaviors
Directive Leadership
Leader who gives followers instruction including:
What is expected of them
How task is to be done
Timeline for task completion
Clear standards of performance
Clear rules & regulations
).
10
Leader Behaviors
Supportive Leadership
Leader who is friendly and approachable:
Attending to well-being & human needs of followers
Using supportive behavior to make work environment pleasant
Treating followers as equals & giving them respect for their status
11
Leader Behaviors
Participative Leadership
Leader who invites followers to share in the decision-making:
Consults with followers
Seeks their ideas & opinions
Integrates their input into group/organizational decisions
12
Leader Behaviors
Achievement-Oriented Leadership
Leader who challenges followers to perform work at the highest level possible:
Establishes a high standard of excellence for followers
Seeks continuous improvement
Demonstrates a high degree of confidence in followers’ ability to establish & achieve challenging goals
13
Follower Characteristics
Strong need for affiliation
Friendly and concerned leadership is a source of satisfaction
Supportive Leadership
Preference for Structure
Dogmatic & authoritarian
Leadership that provides task clarity is key for these followers.
Directive Leadership
14
Follower Characteristics
Desire for Control
Internal locus of control
Leadership that allows followers to feel in charge of their work & makes them an integral part of the decision-making process
Participative Leadership
External locus of control
Leadership that parallels followers' feelings that outside forces control their circumstances
Directive Leadership
15
Follower Characteristics
Perception of their own ability – specific task
As perception of ability and competence goes up, need for highly directive leadership goes down
Directive leadership may become redundant, possibly excessively controlling
16
Task Characteristics
Task Situations Requiring Leader Involvement
Unclear and ambiguous – Leader needs to provide structure
Highly repetitive – Leader needs to provide support to maintain follower motivation
Weak formal authority – If formal authority system is weak, the leader needs to assist followers by making rules and work requirements clear
Non-supportive/weak group norms – Leader needs to help build cohesiveness and role responsibility
17
Task Characteristics
Obstacles
Anything in the work setting that gets in the way of Followers
They create excessive uncertainties, frustrations, or threats for subordinates
Leader’s responsibility is to help subordinates by –
Removing the obstacles
Helping subordinates around them
Assisting with obstacles will increase
Followers’ expectations to complete the task
Their sense of job satisfaction
Leaders responsibility is to help followers overcome obstacles. This could just be something that could be in the way (getting answers from a certain department in a school setting), removing these barriers whenever possible. This will increase followers expectations and belief that they can accomplish assigned task.
18
Path-Goal Theory
Focus
Path-goal theory is a complex but also pragmatic approach
Leaders should choose a leadership style that best fits the needs of subordinates and their work
Overall Scope
Path-goal theory provides a set of assumptions about how different leadership styles will interact with subordinate characteristics and the work situation to affect employee motivation
20
,
Theory and Practice Seventh Edition
LEADERSHIP
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
1
Leadership in Theory & Practice
| Instructor | Dr. Ray Dudley |
| Office Hours | By appointment – email for appointment |
| [email protected] | |
| Class Day | Wednesday |
| Class Time | 8:00 PM – 9:30 PM EST |
| Class Type | Online Hybrid/Synchronous |
| Text | Northouse, P. G. (2018). Leadership theory and practice, seventh edition. Thousand Oaks, CA: Sage Publications, Inc. ISBN#9781506362311 |
2
2
Course Description
In this home-based project, the student applies adult learning theories and leadership principles to an initiative within the student’s home institution or in an educational setting approved by the instructor. The course culminates in a written project that assesses the types of learning and or leadership models used in the leadership initiative, as well as the outcome(s).
3
3
Objectives
Students will address a leadership initiative in an educational or human resource development unit or institution.
Students will identify and assess the types of learning and leadership models used in the leadership initiative.
Students will write an analysis of the leadership initiative.
4
4
Paper Format (consult UC Dissertation Handbook)
Title Page
Chapter I. Introduction
Present purpose, roadmap and short summary on the importance of your topic and a short summary of the results
Chapter II. Literature Review
Summarize the information and data from your references
Chapter III. Analysis and Findings
Provide your own analysis of your topic anchored in fact and reason
Chapter IV. Summary, Discussion, and Implications
Summarize the meaning of your analysis
Reference Page
5
5
Course Schedule
6
Introduction
Chapter 1
7
7
Overview
Importance of Leadership
Leadership Defined
Ways of conceptualizing leadership
Definition and components
Leadership Described
Trait (innate) vs. Process (everyone)
Assigned (title) vs. Emergent (influential)
Leadership and power
Leadership and coercion
Leadership and management
8
8
Evolution of Leadership Definitions
1900-1929 – Control and centralization of power
1930s – Trait approach
1940s – Group approach
1950s – Continuance of Group theory, shared goals, and effectiveness
1960s – Leadership as behavior
1970s – Organizational behavior
9
9
Evolution (cont’d)
1980s – Explosion of research
Leader’s will
Influence
Traits
Transformation
21st century – Complexity of leadership
10
10
Conceptualizing Leadership
Some definitions view leadership as:
Focus of group processes
Personality perspective
Act or behavior
Power relationship between leaders and followers
Transformational process
Skills perspective
11
11
Leadership Defined
LEADERSHIP
is a process whereby an individual influences a group of individuals to achieve a common goal.
12
12
Components Central to Leadership
Leadership
Is a process
Involves influence
Occurs within a group context
Attends to common goals
Leaders
And followers are involved together
And followers need each other
Often initiate and maintain the relationship
Are not above or better than followers
13
13
Leadership Described
Trait vs. process
Assigned vs. emergent Leadership
Leadership and power
Leadership and coercion
Leadership and management
14
14
Trait Leadership
15
Certain individuals have special innate characteristics or qualities that differentiate them from non-leaders.
Reside in select people
Restricted to those with inborn talent
15
Process Leadership
Leadership is a property or set of properties possessed in varying degrees by different people (Jago, 1982).
Observed in leadership behaviors
Can be learned
16
16
Assigned vs. Emergent Leadership
Assigned
Leadership based on occupying a position within an organization
Team leaders
Plant managers
Department heads
Directors
Emergent
An individual perceived by others as the most influential member of a group or organization regardless of the individual’s title
Emerges over time through communication behaviors
Verbal involvement
Being informed
Seeking others’ opinions
Being firm but not rigid
Affected by personality and gender
17
17
Leadership & Power
18
Power is capacity or potential to influence
Ability to affect others’ beliefs, attitudes, and actions
18
Bases of Social Power
According to French and Raven (1959):
Referent: ability to influence a follower due to the follower’s loyalty, respect, and admiration toward the leader
Expert: ability to control others through power of knowledge
Legitimate: ability to exert influence through requests or demands deemed appropriate by virtue of their role and position
Reward: ability to influence others due to one’s control over desired resources
Coercive: ability to control others through fear of punishment or loss of valued outcomes
19
19
Leadership & Power
Position Power
derived from office or rank in an organization
Legitimate
Reward
Coercive
Personal Power
influence derived from being seen as likeable and knowledgeable
Referent
Expert
20
20
Leadership & Coercion
Coercion involves:
Use of force to affect change
Influencing others to do something by manipulating rewards and penalties in work environment
Use of threats, punishments, and negative rewards
Examples of coercive leaders:
Adolf Hitler
Jim Jones
Others?
21
21
Leadership & Management Kotter (1990)
Management
Produces order and consistency
Planning and budget
Organize and staffing
Controlling and solving problems
Leadership
Produces change and movement
Establishing direction
Aligning people
Motivating/inspiring
22
22
,
Behavioral Approach
Chapter 4
1
Behavior Approach Overview
Behavior approach perspective
Ohio State studies
University of Michigan studies
Blake & Mouton’s Leadership grid
2
Behavior Approach Description
Perspective
Emphasizes the behavior of the leader
Focuses exclusively on what leaders do and how they act
Definition
Comprised of two general kinds of behaviors
Task behaviors
Facilitate goal accomplishment: Help group members achieve objectives
Relationship behaviors
Help subordinates feel comfortable with themselves, each other, and the situation
3
4
Ohio State Studies
Leadership Behavior Description Questionnaire (LBDQ)
Identify number of times leaders engaged in specific behaviors
150 questions
Participant settings (military, industrial, educational)
Results
Certain clusters of behaviors were typical of leaders
5
Ohio State Studies, cont’d.
LBDQ-XII (Stogdill, 1963)
Shortened version of the LBDQ
Most widely used leadership assessment instrument
Results – Two general types of leader behaviors:
Initiating structure – Leaders provide structure for subordinates
Task behaviors – organizing work, giving structure to the work context, defining role responsibility, scheduling work activities
Consideration – Leaders nurture subordinates
Relationship behaviors – building camaraderie, respect, trust, & liking between leaders & followers
6
University of Michigan Studies
Exploring leadership behavior
Specific emphasis on impact of leadership behavior on performance of small groups
Results – Two types of leadership behaviors conceptualized as opposite ends of a single continuum
Employee orientation
Strong human relations emphasis
Production orientation
Stresses the technical aspects of a job
Later studies re-conceptualized behaviors as two independent leadership orientations – possible orientation to both at the same time
7
Historical Perspective: Blake & Mouton’s Managerial Leadership Grid
Development
Developed in early 1960s
Used extensively in organizational training and development
Purpose
Designed to explain how leaders help organizations to reach their purposes
Two factors:
Concern for production: how a leader is concerned with achieving organizational tasks
Concern for people: How a leader attends to the members of the organization who are trying to achieve its goals
8
Blake & Mouton’s Managerial (Leadership) Grid
Historical Perspective
Leadership Grid Components
Authority-Compliance
Country Club Management
Impoverished Management
Middle-of-the-Road Management
Team Management
Paternalism/Maternalism
Opportunism
9
10
Authority-Compliance
Definition
Efficiency in operations results from arranging conditions of work such that human interference is minimal
Role Focus
Heavy emphasis on task and job requirements and less emphasis on people
Communicating with subordinates mainly for task instructions
Results-driven – people regarded as tools to that end
Leaders – seen as controlling, demanding, hard-driving, & overpowering
11
Country Club
Definition
Thoughtful attention to the needs of people leads to a comfortable, friendly organizational atmosphere and work tempo
Role Focus
Low concern for task accomplishment coupled with high concern for interpersonal relationships
De-emphasizes production; leaders stress the attitudes and feelings of people
Leaders – try to create a positive climate by being agreeable, eager to help, comforting, noncontroversial
12
Impoverished
Definition
Minimal effort exerted to get work done is appropriate to sustain organizational membership
Role Focus
Leader unconcerned with both task and interpersonal relationships
Going through the motions, but uninvolved and withdrawn
Leaders – have little contact with followers and are described as indifferent, noncommittal, resigned, and apathetic
13
Middle-of-the-Road
Definition
Adequate organizational performance possible through balancing the necessity of getting work done while maintaining satisfactory morale
Role Focus
Leaders who are compromisers; have intermediate concern for task and people who do task
To achieve equilibrium, leader avoids conflict while emphasizing moderate levels of production and interpersonal relationships
Leader – described as expedient; prefers the middle ground, soft-pedals disagreement, swallows convictions in the interest of “progress”
14
Team
Definition
Work accomplished through committed people; interdependence via a “common stake” in the organization’s purpose, which leads to relationships of trust and respect
Role Focus
Strong emphasis on both tasks and interpersonal relationships
Promotes high degree of participation & teamwork, satisfies basic need of employee to be involved & committed to their work
Leader – stimulates participation, acts determined, makes priorities clear, follows through, behaves open-mindedly and enjoys working
15
Paternalism/Maternalism
Definition
Reward and approval are bestowed on people in return for loyalty and obedience; failure to comply leads to punishment
Role Focus
Leaders who use both without integrating the two
The “benevolent dictator;” acts gracious for purpose of goal accomplishment
Treats people as though they were disassociated from the task
Regards the organization as a family
Makes most of the key decisions
Rewards loyalty and punishes non-compliance
16
Opportunism
Definition
People adapt and shift to any grid style needed to gain maximum advantage
Role Focus
Performance occurs according to a system of selfish gain
Leader uses any combination of the basic five styles for the purpose of personal advancement
May be seen as ruthless and cunning
May also be seen as adaptable and strategic
17
18
Leaders usually have a dominant style used in most situations and a backup style that is reverted to when under pressure
Behavioral Approach
Focus
Primarily a framework for assessing leadership as behavior with a task and relationship dimension
Overall Scope
Offers a general means of assessing the behaviors of leaders
20
Situational Approach
Chapter 5
21
Situational Approach Overview
Situational approach perspective
Leadership styles
Developmental levels
How does the situational approach work?
22
Situational Approach Description
Description
“Leaders match their style to the competence and commitment of subordinates” (Hershey & Blanchard, 1969)
Perspective
Focuses on leadership in situations
Emphasizes adapting style – different situations demand different kinds of leadership
Used extensively in organizational leadership training and development
Situational Approach Description (cont’d)
Definition
Comprised of both a directive dimension & supportive dimension:
Each dimension must be applied appropriately in a given situation
Leaders evaluate employees to assess their competence and commitment to perform a given task
(Hersey & Blanchard, 1969)
Leadership Styles
Definition
Leadership style – the behavior pattern of an individual who attempts to influence others
It includes both:
Directive (task) behaviors
Supportive (relationship) behaviors
Leadership Styles (cont’d)
Dimension definition
Directive behaviors – Help group members in goal achievement via one-way communication through:
Giving directions
Establishing goals & how to achieve them
Methods of evaluation & time lines
Defining roles
26
Leadership Styles (cont’d)
Dimension definition
Supportive behaviors – Assist group members via two-way communication in feeling comfortable with themselves, co-workers, and situation by:
Asking for input
Problem solving
Praising, listening
S1 – Directing Style
Leader focuses communication on goal achievement
Spends LESS time using supportive behaviors
S 1
Directing
High Directive
Low Supportive
28
S2 – Coaching Style
Leader focuses communication on BOTH goal achievement and supporting subordinates’ socioemotional needs
Requires leader involvement through encouragement and soliciting subordinate input
S 2
Coaching
High Directive
High Supportive
29
S3 – Supporting Style
Leader does NOT focus solely on goals; uses supportive behaviors to bring out employee skills in accomplishing the task
Leader delegates day-to-day decision-making control, but is available to facilitate problem solving
S 3
Supporting
High Supportive
Low Directive
30
S4 – Delegating Style
Leader offers LESS task input and social support; facilitates subordinates’ confidence and motivation in relation to the task
Leader lessens involvement in planning, control of details, and goal clarification
Gives subordinates control and refrains from intervention and unneeded social support
S 4
Delegating
Low Supportive
Low Directive
31
Development Levels
The degree to which subordinates have the competence and commitment necessary to accomplish a given task or activity
Definition
Dimension Definitions
D1
Low Competence
High Commitment
D2
Some Competence
Low Commitment
D3
Mod-High Competence
Low Commitment
D4
High Competence
High Commitment
D4
D3
D2
D1
Developed
Developing
High
Moderate
Low
Developmental Level of Followers
32
Situational Approach
Focus
Assumes that subordinates vacillate along the developmental continuum of competence and commitment
Leader effectiveness depends on:
assessing subordinate’s developmental position, and
adapting his/her leadership style to match subordinate developmental level
Overall scope
Requires leaders to demonstrate strong degree of flexibility
33
,
Leadership & Management Kotter (1990)
Management
Produces order and consistency
Planning and budget
Organize and staffing
Controlling and solving problems
Leadership
Produces change and movement
Establishing direction
Aligning people
Motivating/inspiring
1
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
1
Leadership & Management Zalenznik (1997)
Management
Unidirectional authority
Reactive
Prefer to work with people-solving
Low emotional involvement
Leadership
Multidirectional influence
Emotionally active and involved
Shape ideas, not just respond
Act to expand available options
Change the way people think about what’s possible
2
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
2
Leadership Paper
Topic
The leadership paper is about the application of the leadership theories discussed in this class as it relates to your professional experiences.
Students could write about a situation that occurred and analyze it based on what leadership theories were involved and/or which theories would have been a better approach.
Students can write about the leadership theories in their totality or select specific theories of interest that apply to them.
3
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Paper
Paper will be 15 – 20 double spaced pages on adult learning theories and leadership principles surrounding a leadership initiative within the student’s home institution or in an educational setting approved by the instructor.
Paper due: February 15, 2022
4
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
4
Leadership Paper
Title Page
Chapter I. Introduction
Present purpose, roadmap and short summary on the importance of your topic and a short summary of the results
Chapter II. Literature Review
Summarize the information and data from your references
Chapter III. Analysis and Findings
Provide your own analysis of your topic anchored in fact and reason
Chapter IV. Summary, Discussion, and Implications
Summarize the meaning of your analysis
Reference Page
5
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Trait Approach
Chapter 2 Overview
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Trait Approach
One of first systematic attempts to study leadership
“Great Man” theories (early 1900s) focused on identifying innate qualities and characteristics possessed by great social, political, and military leaders
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Historical Shifts in Trait Perspective
| Early 1900s | 1930-1950s | 1970s – Early 90s | Today |
| Great Man theories | Traits interacting with situational demands on leaders | Revival of critical role of traits in leader effectiveness | 5 major leadership traits |
| Research focused on individual characteristics that universally differentiated leaders from non-leaders | Landmark Stogdill (1948) study – analyzed and synthesized 124 trait studies Leadership reconceptualized as a relationship between people in a social situation Mann (1959) reviewed 1,400 findings of personality and leadership in small groups Less emphasis on situations Suggested personality traits could be
Collepals.com Plagiarism Free Papers Are you looking for custom essay writing service or even dissertation writing services? Just request for our write my paper service, and we'll match you with the best essay writer in your subject! With an exceptional team of professional academic experts in a wide range of subjects, we can guarantee you an unrivaled quality of custom-written papers. Get ZERO PLAGIARISM, HUMAN WRITTEN ESSAYS Why Hire Collepals.com writers to do your paper? Quality- We are experienced and have access to ample research materials. We write plagiarism Free Content Confidential- We never share or sell your personal information to third parties. Support-Chat with us today! We are always waiting to answer all your questions.  All Rights Reserved Terms and Conditions |