EVOLUTION OF LEADERSHIP STUDIES

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EVOLUTION OF LEADERSHIP STUDIES

• Prof. Jintae Kim, PhD
• Alliance Theological Seminary
• [phone] ext.6978
• E-mail Jintae.kim_at_nyack.edu
• Website http//all4jesus.net

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

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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.

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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.

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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.

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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.

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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. ???? ??? ???? ???

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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.

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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. ???
  ??? ??? ????. ????? ????? ????.

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• 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. ??? ?? ??? ?????
  ??????. ?? ???? ?? ??? ??? ????.

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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.
• ???? ??? ??.

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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.
  ????? ??? ??? ???? ??? ???? ?? ???? ????? ?????
  ????.

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• 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. ??? ??? ??.

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• 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. ???? ????? ??.

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