Assignment
Educational Leadership Summary
Submitted to: Dr. Muhammad Amin
Submitted by: Amna Ghafoor MSF 1900328
Program: M.Phil. ELPS Morning
(1st Semester)
Division of Education
University of Education Township Lahore.
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CHAPTER I INTRODUCTION
Over the past century leadership is being studied thoroughly, researchers all over the world are
concerned in learning the true leadership patterns and its processes that how it works in different
settings. People believe that leadership give their lives improvement and direction. Different
theoretical studies resulted the different leadership approaches.
Historical Researches
Leadership is interesting subject in social sciences because it is linked with the pattern of
behavior change in people through other people. Many researchers studied it and sliced its
various layers. Stogdill, Rost, Moore, Copeland, Hemphill, Seema and Burn coined their own
definitions to the concept of leadership. Some leadership approaches are only leader centered
they deal with the personality of leader only and traits he possesses. These approaches do not
describe the process and followers. For example, trait and skill approach only describes the
personality of leader whereas, transformational leadership involve followers too. Leadership is
the phenomenon that involves process, influence, group and common goals.
Trait Versus Process Leadership
Some people have particular physiological qualities that differs them from other people. They
have capacity to lead more than others do. Due to their tendency they are known as trait leaders
which means are born to lead. They might be are some physical, intellectual and personality
qualities that makes them superior to others. On the other hand, process leadership is the
behaviors that can be learned over the time. Process leadership is available to everyone whereas,
trait leadership is confined.
Assigned Vs Emergent Leadership
Assigned leadership comes with a position. Like Chairman of the company is leader because his
title gives him that power to lead people. There is no matter that how his people feel working
with him do they like him or not. There is no guarantee that this type of leader is real or not.
Emergent leadership is the type of leadership that is gained on the bases of the support of people.
People choose one among them on the basis of his qualities or the way he treats other. It is more
respected and can said to be the real leadership.
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Leadership and Power
It does not matter that what type of leadership one may possess but it always comes with power.
Leadership and power are two side by side concepts. Leaders have ability to influence people,
shape their behavior, lead them to the on true path and make them believe the goal of their life.
Table 1.1
Six bases of power
Referent Power This power is received by follower when the leader is like by them.
Expert Power The power comes with experience of infield or outfield, leaders have
strong perceptions about what is happening or going to happen
Legitimate Power This power comes with title or rank of a person.
Reward Power The power of motivating people by increasing their levels or providing
them incentives.
Coercive Power Having power to lower down the followers or negatively reinforcing.
Information Power It is the power of having knowledge that other do not have.
Leadership and Coercion
The concept of coercion means to manipulate the people or using them against their consent.
This is also related to leadership that being a leader one possess this power. But leaders that use
this powers are not said to be model leaders or good leaders. True leader leads individual to a
common goal whereas, coercive leaders have their own goals and they just use people to achieve
them.
Leadership and Management
Leadership and management are almost same but yet two different concepts. They have some
things similar in them like influencing people, maintaining them etc. But they are different in
other ways, management was established to reduce chaos in organizations to work more
smoothly on the other hand leadership is tend to bring change in society. Both management and
leadership needs to work side by side to make system work properly.
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CHAPTER II TRAIT APPROACH
Definition of Trait
Trait is defined as a distinguishing characteristic that makes up to certain behavior or behavior
patterns in an individual.
Trait Approach and History
According to this approach researchers believe that a person who tends to have some certain
qualities in him is said to be leader. These people are said to be great by nature and conduct. This
is the oldest theory in the history of leadership studies. In mid of 20th century researchers studied
this approach in vast depth.
Major Traits
1. Intelligence: This is the one of traits that distinguish leaders from non-leaders. This is
said that leaders have more IQ than the other subordinates. They have critical thinking,
analytical problem solving and communication skills than others.
2. Self-confidence: Leader having this trait is sure about his instincts, way of work, abilities
and believe in himself. If leader show confidence in himself first, then followers will trust
him for sure.
3. Determination: It is one of other important trait that leader is persistent with his goal, he
does not step back until the work is finished. They don’t fear if any obstacle comes in
their way they however get job done.
4. Integrity: The quality of being trustworthy is known is integrity. Other people finds
leader honest and are open to share they views without any fear of being disclosed.
5. Sociability: It allows leader to establish successful social relationship in the work setting.
He knows how to get others in confidence. He shows concern towards his subordinates.
Five factor personality Model: These five factors model was given by Goldberg in 1990.
According to this model these five characteristics makeup the leader’s personality.
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Table 2.1
Big five personality factors
Openness The capacity to be approachable, intuitive and eagerness.
Conscientiousness The capacity to be clear.
Agreeableness The trait of being trusting others, listening their views.
Extraversion The possession of positive energy and sociability.
Neuroticism The capacity for being weak, tense, not secure.
Emotional intelligence
It emerged in 1990’s, this concepts links with our affective (emotional) and cognitive domain
(thinking) and their interrelation. Overall it concerns with the potential to learn and interpret
certain emotions. Leaders with this quality learn the behaviors of others in better way and
effectively manage their relationships in work settings.
Strengths
First, this approach is appealing to our concept that leaders are special people always in the front
row and have some certain giftly qualities that make them one of their own kind. Second, this
approach has a vast history of research on it for centuries that make it undenying. Third, It gives
use valuable information that how can we identify a leader.
Weakness
For over a century, studies are being conducted on this approach, but they failed to emerge a
single list of traits a leader can possess. Second, each researcher gave his own list of traits a
leader can have. It failed to discuss situations belonging to certain traits. Third result of all the
studies that are held are subjective in nature each author has his own view point and idea,
integration is missing. Fourth, it does not describe the linked outcomes of certain trait that leader
possess. For example, it do not tell that if a leader have sociability and integrity what kind of
outcomes can be possible as the result of his leadership.
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CHAPTER III SKILL APPROACH
Description
This approach deals with the abilities and knowledge that leader have. It is different than trait
approach as these are not personality characteristics which are said to be innate instead skill can
be developed or learned throughout the life. This approach also has a vast history of research
evidence back from 1955 when classic article written by Robert Katz in Harvard Business
Review and in early 1990’s this topic was the center of vast researches across the world.
Three skilled Approach
This idea was given by Katz in 1955, he gave three basic administrative skills: technical,
conceptual and human.
1. Technical skills: it includes the special type of skills that one possesses in certain type of
field. It could be termed as professional skills. It makes person competent in his field of
work and best than others.
2. Conceptual skills: It is the ability of working with knowledge, ideas and concepts. A
leader with this skill have well organized ideas to achieve goals and solving problems.
This serves as the center of spectacular vision that a leader can develop. The leader with
best developed conceptual skill can easily tacle with abstractions and hypothetical
notions.
3. Human skills: It is the ability to work with fellows, mates, superiors and followers to
achieve the goals. This is mostly the same version of cooperation and coordination.
The skill model
General cognitive Ability
Individual Crystallize cognitive Ability
Attributes Motivation
Personality
Problem Solving Skills
Competencies Social Judgement Skills
Knowledge
Effective Problem Solving
Leadership Outcome
Performance
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This model was given by Mumford and his colleagues in 2000. Its first part is individual
attributes which include having general knowledge about things called general cognitive
ability. Then one should have the skill regrading special or on field of knowledge after years of
experience call Crystalized cognitive ability. One must have the charged ability to do tsk or
remain stick to it called Motivation. Leader do possess the quality of openness, curiosity,
impression under the term Personality of skill model. Then, the second part of skill model is that
leader have certain competencies like solving problems when one fall in the way. He should
have the skill to read people minds and capacity to understand them which are termed as social
judgement skills. Last one deals with the outcomes of leadership which is solving problems
using the least resources and for long term under the skill of effective problem solving and
performance that how well or to what extent the job is done.
Strengths
First, it is leader centered defines the full process that how leader works having these basic skills.
Second, it makes us believe the leadership is skilled based is is available to everyone by learning
some certain skills. Third it provides a systematic multitude factor based explanation to the
leadership phenomenon.
Criticism
It goes far beyond the concept of leadership by explaining factors like motivation and
personality. Second, it fails to explain the how variations in certain skills may affect the
performance. It claims that it is different than trait approach but in fact it is not as itself describes
factors like abilities, cognition, problem solving which are also categorize as traits.
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CHAPTER IV BEHAVIOURAL APPROACH
Description
This approach define how leaders behave or act under different situations. It tells about the
certain behavior patterns that leaders exhibit. Studies conducted results in two major kind of
behaviors: task behaviors and relationship behaviors. The first one behavior leads to the work
centered acts that enable leader to achieve task. The later one help leaders to understand
followers and make them comfortable working. The best of this approach is to use blend of these
two behaviors so that goals can be achieve to fullest by engaging followers. Studies are being
conducted on this approach from 1940s. Two studies are highly important regarding this
approach the first one was done Ohio State, Leader Behavior Description Questionnaire (LBDQ)
was used to record the responses of people in military, educational and industrial settings to
gather data. Two types of behaviors were identified: initiating structure and coordination. The
second study was done at University of Michigan they came up with two types of behaviors
employ orientation and production orientation.
Blake and Mouton’s Managerial Grid
This concept was first coined in 1960s but has been revised over time. It is also known as
leadership grid. This grid work in between two extremes of task oriented leadership vs
relationship oriented leadership lying all axis of behavior in between these two.
Authority-Compliance (9,1): It lays high emphasis on task completion and goal
achievement and lay almost none of people. Leader show no concern for his follower he
his only interested in output.
Country-Club management (1,9): This style shows more concern for task and pay less
attention on goal achievement. In this style production is low.
Impoverished Management (1,1): This style exhibit that leader is unconcerned with
both people and work tasks. Leaders acts is almost zero in this type.
Middle-of-the-Road Management (5,5): This type of leaders chooses in between way
of both employees and organization. It finds balance between concern for people yet
accomplishing task goals. Maintenance of equilibrium is prior desire of this styl.
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Team Management (9,9): it has strong impact on task and people relationship. It
exhibits high participation on works who are emotionally fulfilled by the leader to
achieve maximum output.
Paternalism/Maternalism
This style is one in which1,9 and 9,1 styles are used but it is not integrated. This is type of
“benevolent dictator” who acts good but only for the sake of work done. It makes family
environment and give reward for loyalty and punishment for noncompliance.
Opportunism
It is the style in which leader deviate from one to another of total five styles of grid according to
the situation. He shifts according to his personal gains, interests and priorities.
Strengths
It expanded the research from personal leadership traits to the behavior leaders exhibit in
different situations. Vast researches gives credibility and validity to the tenets of this concept. It
explains the two types of behavior and describes that best leadership exists creating a balance
between both. It is heuristic and help us to study the complexities that lie in leadership.
Criticism
Behavior approach fails to describe the link of leaders’ behavior leading to possible outcome. It
fails to highlight the on universally accepted style of leadership that can be followed in almost
every setup. More over according to this the high-high style is the best one but studies show that
using this style requires high managing skills which is not implacable in every situation.
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CHAPTER V TRANSFORMATIONAL LEADERSHIP
Description
Research on this approach date back 1980s, is considered be the shift of leadership paradigm
from the old used approaches to this new on. Researches are being increased in this field vastly
over the previous few decades. According to Lowe and Gardener (2001) one third of the
researches are only held in the field of transformational leadership. This leadership approach is
known basically by the change it creates in the people. It deviate behaviors, emotions, concerns
and interest of people for achieving goals. Follower not only achieve the goal but leader gets best
of them more than it needed from the followers.
Transformational Leadership
This term was first stated by Downton in 1973.leaders motivate their followers and reshape their
followers to pursue the goals. They create desire of work done perfectly in the followers. He
engages people positively and make them perform their roles. Morality is created highly in the
followers which directs their minds to work for achieving right, they get inner feeling of
righteousness what they are doing.
Transactional Leadership
On contrary to transformational leadership, transactional leadership involves the concept of give
and take. Leader of followers something in return of their hard work. For example, mostly in
classroom teacher indulge students to work better ant in return they will get good grades or
certificates.
Pseudo transformational Leadership
It can said to be self-centered transformational leadership. The leaders motivate their follower to
get best in them but to satisfy leader own desires. The goal is only leader centered and followers
get nothing out of it. Pseudo transformational leader is highly inspiring, he is impressive but
truly he manipulates and dominate followers.
Transformational Leadership and Charisma
Charisma is said to be a gifted quality that allow a person to do extraordinary things. Person
holding charismatic personality have extraordinary powers to get things done which distinguish
him from others and makes him leader.
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Leadership Factors
Idealized Influence
Transformational Inspirational leadership
Leadership Intellectual stimulation
Individualized consideration
Transactional Contigent Reward
Leadership management by Exception
Laissez-faire
Laissez faire Leadership
Nontransactional
Strengths
Wide research on this approach make it powerful. It is an intuitive approach it elaborates how
leader transform followers innate for change. It displays the interplay between both leader and
follower. While previous approaches were mostly leader centered. This approach shows another
image of leader that is concerned for the growth of followers. He put great interest in follower
values, needs, views and morals.
Criticism
Despite of covering vast range of phenomenon like motivation, moral development, building
trust etc. It still lacks in various manners as sometimes transformational and charismatic is
treated as same which in fact is not same. Mostly transformational leadership is measured by
using MLQ instrument some researchers challenges its validity. Some of the transformational
factors overlaps the transection and lassiez-faire factors which reduces the unique of
transformational model. Another criticism is transformational leadership is described as some
trait which cannot be learned.
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References
Blake, R. R., & Mouton, J. S. (1964). The Managerial Grid. Houston, TX: Gulf Publishing
Company.
French, J. R., Jr., & Raven, B. H. (1959). The bases of social power. In D. Cartwright (Ed.),
Studies in social power (pp. 259–269). Ann Arbor, MI: Institute for Social Research
Goldberg, L. R. (1990). An alternative “description of personality”: The big-five factor structure.
Journal of Personality and Social Psychology, 59, 1216–1229.
Katz, R. L. (1955). Skills of an effective administrator. Harvard Business Review, 33(1), 33–42.
Lowe, K. B., & Gardner, W. L. (2001). Ten years of the Leadership Quarterly: Contributions and
challenges for the future. Leadership Quarterly, 11(4), 459–514.
Mumford, M. D., & Connelly, M. S. (1991). Leaders as creators: Leader performance and
problem solving in ill-defined domains. Leadership Quarterly, 2, 289–315.
Mumford, M. D., Zaccaro, S. J., Connelly, M. S., & Marks, M. A. (2000). Leadership skills:
Conclusions and future directions. Leadership Quarterly, 11(1), 155–170.
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