EVOLUTION OF LEADERSHIP STUDIES - PowerPoint PPT Presentation

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EVOLUTION OF LEADERSHIP STUDIES

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EVOLUTION OF LEADERSHIP STUDIES Prof. Jintae Kim, PhD Alliance Theological Seminary (845) 353-2020 ext.6978 E-mail: Jintae.kim_at_nyack.edu Website: http://all4jesus.net – PowerPoint PPT presentation

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Title: EVOLUTION OF LEADERSHIP STUDIES


1
EVOLUTION OF LEADERSHIP STUDIES
  • Prof. Jintae Kim, PhD
  • Alliance Theological Seminary
  • (845) 353-2020 ext.6978
  • E-mail Jintae.kim_at_nyack.edu
  • Website http//all4jesus.net

2
  • I owe the content of this presentation to the
    class notes of Dr. Martin Sanders at Alliance
    Theological Seminary.

3
EVOLUTION OF LEADERSHIP STUDIES
  • 1. Great Man Theory (-1910 WWI)
  • 2. Traits Theories (1910-50 WWII)
  • 3. Behavior Theories (1950-) Covey
  • Current Theories
  • 1. Contingency Theories
  • 2. Transactional Theories
  • 3. Empowerment Theories The leader is the
    product of the followers.

4
GREAT MAN THEORY (-1910)
  • Leadership is an intangible, inexplicable
    property almost mystically imbued in certain
    individuals.
  • These great men were viewed as simply different
    from the rest of us who were destined to be
    followers.

5
TRAITS THEORIES(1910-50)
  • Unlike great man thinking, this research
    attempted to discover the nature of the
    difference between those destined to be the
    leaders and those destined to be the followers.
  • Researchers looked for common psychological
    traits which caused people to be either followers
    or leaders.

6
BEHAVIOR THEORIES (1960-)
  • The rise of behaviorism (1960-85).
  • Focus Internal state of the leaders (I.e.
    values, personalities) ? Leader behaviors.
  • Ralph Stodgill and Alan Coons study Two areas.
  • 1. Consideration behavior Interpersonal skills
    and warmth, participative communication style.
  • 2. Initiation of structure Directiveness, goal
    facilitation, task-orientation.

7
CONTINGENCY THEORIES ??? ??
  • PRESUPPOSITION
  • Depending upon certain contingencies,
    leadership behaviors will either be effective or
    ineffective.
  • ???? ??? ??? ??? ??. ??? ??? ??? ??? ?? ?????
    ?? ????? ??.
  • CONTRIBUTION
  • Followers and leader/follower relationships
    are an important contingency impacting leadership
    effectiveness. ???? ??? ???? ???

8
TRANSACTIONAL THEORIES ?? ??
  • Transactional theories view leadership-followershi
    p interaction as one or more transactions
    involving an exchange between leader and follower.
  • Leaders tend to exchange ideals such as integrity
    or competence, the value of which is determined
    by the norms of the group.
  • These transactions create economy in which
    leader and followers exchange currencies or
    capital which can be amassed or spent by
    leaders to achieve desired outcomes.

9
TRANSACTIONAL LEADERSHIP
  • 1. Builds on mans need to get a job done and to
    make a living. ???? ??? ??? ?
  • 2. Is preoccupied with power and position,
    politics and perks. ??? ????? ????.
  • 3. Is mired in daily affairs. ???? ?.
  • 4. Is short-term and hard-data oriented. ??????
    ??? ??? ????.
  • 5. Confuses causes and symptoms and concerns
    itself more with treatment than prevention. ???
    ??? ??? ????. ????? ????? ????.

10
  • 6. Focuses on tactical issues. ??? ??? ?? ????
    ??.
  • 7. Relies on human relations to lubricate human
    interactions. ????? ???? ??? ???? ??.
  • 8. Follows and fulfills role expectations by
    striving to work effectively within current
    systems. ??? ????? ????? ?? ???? ??? ???? ??.
  • 9. Supports structures and systems that reinforce
    the bottom line, maximize efficiency, and
    guarantee short-term profits. ??? ?? ??? ?????
    ??????. ?? ???? ?? ??? ??? ????.

11
EMPOWERMENT THEORIES
  • Newest in the series of follower-centered
    theories.
  • The leader is the product of the followers.
  • These theories see leadership as the result of
    willful acts of followers to empower the leaders
    they select.
  • ???? ??? ??.

12
TRANSFORMATIONAL LEADERSHIP
  • 1. Builds on mans need for meaning. ?? ??.
  • 2. Is preoccupied with purposes and values, moral
    and ethics. ??, ???, ??, ??.
  • 3. Transcends daily affairs. ???? ??? ??? ????
    ???.
  • 4. Is oriented toward meeting long-term goals
    without compromising human values and principles.
    ????? ??? ??? ???? ??? ???? ?? ???? ????? ?????
    ????.

13
  • 5. Separates causes and symptoms and works at
    prevention. ??? ??? ??? ??? ???? ???? ?? ??? ??
    ????.
  • 6. Values profit as the basis of growth. ?????
    ??? ????? ???? ?????.
  • 7. Is proactive, catalytic and patient. ??? ??
    ?????, ??? ???? ??? ??, ????.
  • 8. Focuses more on missions and strategies for
    achieving them. ??? ??? ??.

14
  • 9. Makes full use of human resources. ???? ?? ??.
  • 10. Identifies and develops new talent. ??? ????
    ???? ?????.
  • 11. Recognize and rewards significant
    contributions. ??? ?? ???? ????.
  • 12. Designs and redesigns jobs to make them
    meaningful and challenging. ??? ???? ???? ???
    ???? ?????.
  • 13. Releases human potential. ???? ????? ??.

15
  • 14. Models love. ???? ?? ???.
  • 15. Leads out in new directions. ??? ???? ???.
  • 16. Aligns internal structures and systems to
    reinforce overarching values and goals. ??? ????
    ??? ?? ? ??? ????? ??? ????.
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