The Ability to influence a group toward

the achievement of a vision or set of

goals.

Leadership is the art of motivating a

group of people to act towards
achieving a common goal.
 Leadears..
• Lead People
• Influence People
• Command People
• Guide People
 Theories
of
LEADERSHIP
 Trait Theory
Assumptions
• People are born with inherited traits.
• Some traits are particularly suited to
leadership.
• People who make good leaders have the right
(or sufficient) combination of traits.
 Trait Theory
• Is there a set of characteristics that determine
a good leader?
– Personality?
– Dominance and personal presence?
– Charisma?
– Self confidence?
– Achievement?
– Ability to formulate a clear vision?
 Stogdill (1974) identified the following traits and skills as
critical to leaders.

Traits Skills
•Adaptable to situations •Clever (intelligent)
•Alert to social environment •Conceptually skilled
•Ambitious and achievement- •Creative
orientated •Diplomatic and tactful
•Assertive •Fluent in speaking
•Cooperative •Knowledgeable about group task
•Decisive •Organised (administrative ability)
•Dependable •Persuasive
•Dominant (desire to influence •Socially skilled
others)
•Energetic (high activity level)
•Persistent
•Self-confident
•Tolerant of stress
•Willing to assume responsibility
– Are such characteristics inherently gender
biased?

– Do such characteristics produce good leaders?

– Is leadership more than just bringing about

change?

– Does this imply that leaders are born not bred?

 Limitations of Traits Approach Theory /
Criticism of Traits Theory.

• Traits are not absolutely essential for leadership 

• Situational aspect is ignored 

• No reference to essential qualities 

• Superiority is not clearly stated 

 Behavioural Theory
Assumptions
• Leaders can be made, rather than are born.
• Successful leadership is based in definable,
learnable behavior.
 Behavioural Theory
• Imply that leaders can be trained – focus on
the way of doing things
– Structure based behavioural theories –
focus on the leader instituting structures –
task orientated
– Relationship based behavioural theories –
focus on the development and maintenance
of relationships – process orientated
 A Case Study
• Vineet and Sriram were colleagues for over 10
years and were handling different functions.
They have done exceedingly well throughout
their professional life. Vineet was soft spoken
and timid while Sriram was robust and
outspoken. Therefore a year ago Sriram
quickly moved up the corporate ladder and
was promoted to Business Head. Vineet had
to report to him.
• Of late Sriram noticed that his colleague was
not enthusiastic as he used to be, was not
mingling with others. Even in review meetings
Vineet did not participate actively and had
become indifferent with other colleagues as
well. Knowing his friend so well for his
outstanding capabilities and technical
expertise , Sriram wanted Vineet to come out
of his mental impasse and get back to peak
performance.
• Sriram approached Vineet and asked him to
speak up openly about what was bothering
him. After a lot of hesitation Vineet said “I get
a feeling that these days you seem to have
lost trust in my capabilities and I no longer get
the support you used to give me earlier. You
have become very insensitive to my feelings”
 Questions
• Are there some common traits in both of them? If yes,
What are the common traits in Vineet & Shriram?
• Which traits are not common among them?
• As per the trait theory who can become a great leader
and Why?
• What is your opinion about this case study from the
behavioral Theory’s point of view?
• What are the qualities which vineet can develop and
how can he develop them to become a great leader?
 The Managerial Grid
• Leaders may be concerned for their people and they also
must also have some concern for the work to be done. The
question is, how much attention to they pay to one or the
other?
• The managerial grid model (1957) is a behavioral leadership
model developed by Robert Blake and Jane Mouton. This
model originally identified five different leadership styles
based on the concern for people and the concern for
production.
• The Managerial Grid was the original name. It later changed
to the Leadership Grid.
 Country Club
High   Team management
management

Concern for Middle of the road

Medium    
People management

Impoverished
Low   Authority-compliance
management

Low Medium High

 
Concern for Production (Task)
Impoverished management
Minimum effort to get the work done. A basically lazy approach that
avoids as much work as possible.

Authority-compliance
Strong focus on task, but with little concern for people. Focus on
efficiency, including the elimination of people wherever possible.

Country Club management

Care and concern for the people, with a comfortable and friendly
environment and collegial style. But a low focus on task may give
questionable results.

Middle of the road management

A weak balance of focus on both people and the work. Doing enough to
get things done, but not pushing the boundaries of what may be possible.

Team management
Firing on all cylinders: people are committed to task and leader is
committed to people (as well as task).
 Behavioral Elements

Grid theory breaks behavior down into seven

key elements:
Element Description
Initiative Taking action, driving and supporting
Inquiry Questioning, researching and verifying understanding
Advocacy Expressing convictions and championing ideas
Decision Making Evaluating resources, choices and consequences
Conflict Resolution Confronting and resolving disagreements
Resilience Dealing with problems, setbacks and failures
Critique Delivering objective, candid feedback
 Strengths
• Marked a big shift in the focus of management work
• Several studies give credibility to this model
• Encourages managers to think about their own
balance between two main areas of managerial
concerns: task orientation and people orientation
• By following this approach, project managers can
focus more on the human side of the management
equation, trying to identify ways to adapt the
behaviour according to different resources and
circumstances.
 Weaknesses
• The Managerial Grid aims at identifying the most effective
management style for all the situations, which are not
supported by evidence in real organisations.
• No adequate relationship between behaviour and
performance outcomes (satisfaction, morale, and
productivity) has been documented.
• This approach implies that the most effective management
style is team management style but this actually may not be
the case in all the situations.
• It does not encourage managers to think and act flexibly
according to the circumstances in which they are managing
“Leaders make a real difference in
an organizational performance”
The Situational
Leadership
• The Situational Leadership Theory, is a leadership
theory developed by Paul Hersey, professor and
author of the book Situational Leader, and Ken
Blanchard, leadership guru and author of The One
Minute Manager, while working on the first edition
of Management of Organizational Behavior (now in
its 9th edition). The Theory was first introduced as
"Life Cycle Theory of Leadership“. During the mid
1970s, "Life Cycle Theory of Leadership" was
renamed "Situational Leadership theory"
• The fundamental underpinning of the Situational Leadership
Theory is there is no single "best" style of leadership. Effective
leadership is task-relevant and that the most successful
leaders are those that adapt their leadership style to the
Maturity of the individual or group they are attempting to
lead/influence. That effective leadership varies, not only with
the person or group that is being influenced, but it will also
depend on the task, job or function that needs to be
accomplished.

• The Hersey-Blanchard Situational Leadership Theory rests on

two fundamental concepts; Leadership Style and the
individual or group's Maturity level.
 Important Features of Situational Leadership

• Situational leadership is new addition to the existing styles of leadership.

• An ideal leader (according to this theory) studies the overall situation,

draws conclusions and adopts the leadership style which is most
appropriate to the prevailing situation. This is the essence of situational
leadership theory.

• The best leadership style according to this theory is situational.

• An ideal leader is one who can adjust his style of functioning as per the
situation within which he has to operate. This means the internal and
external environment to the enterprise.
• A leader may act as a dictator at one time and also as a democratic leader on
some other occasion. A good leader is one who studies the situation around
him and adopts the most suitable leadership style.

• A situational leadership is a combination of all types of leadership.

• A situational leader knows different leadership styles but selects one particular
style, which is most, appropriate to a given situation/environment.

• A situational leader adopts flexible approach in his style of functioning. This

makes his leadership effective and result-oriented. A situational leader knows
when to use autocratic style and when to use democratic style. He makes
corresponding adjustment in his style. This makes him effective/successful as a
leader.
 Merits of Situational Leadership
• The situational leadership theory is a practical one and is based
on real facts of life. The best leadership style is situational.

• The situational theory has universal acceptance.

• It focuses attention not on the personality of the leader, but on

the personality of the Organisation as a whole.

• The situational leadership theory is flexible and adaptable. It

can operate in any style (autocratic, democratic, etc.) as per
the need of the situation.
 Leadership styles

• S1 = Telling or Directing
• S2 = Selling or Coaching
• S3 = Participating or Supporting
• S4 = Delegating
 Maturity Levels
• M1 - They generally lack the specific skills required for the job in hand and
are unable and unwilling to do or to take responsibility for this job or task.

• M2 - They are still unable to take on responsibility for the task being done;
however, they are willing to work at the task.

• M3 - They are experienced and able to do the task but lack the confidence
to take on responsibility.

• M4 - They are experienced at the task, and comfortable with their own
ability to do it well. They are able and willing to not only do the task, but
to take responsibility for the task.
 Limitations of Situational
Leadership.
• In situational leadership, more importance is
given to the situation and less to personal
traits. Leadership should involve both traits
and situations. However, the theory gives
importance to situation only.

• The theory offers an incomplete explanation

of the leadership process.
 Transactional Leadership

The transactional style of leadership was first described by

Max Weber in 1947 and then by Bernard Bass in 1981.
This style is most often used by the managers. It focuses
on the basic management process of controlling,
organizing, and short-term planning
Transactional leadership involves motivating
and directing followers primarily through
appealing to their own self-interest. The
power of transactional leaders comes from
their formal authority and responsibility in the
organization. The main goal of the follower is
to obey the instructions of the leader. The
style can also be mentioned as a ‘telling style’
 In this theory…
The relationship between leader and
employee becomes "transactional"
-- I will give you this if you give me
that, where the leader controls the
rewards, or contingencies.
Assumptions of Transactional Theory

• Employees are motivated by reward and punishment.

• The subordinates have to obey the orders of the superior.

• The subordinates are not self-motivated. They have to be

closely monitored and controlled to get the work done
from them.
 Exchange which happens between leaders & Followers

• Contingent Rewards: Transactional leaders link the goal to

rewards, so  They set SMART goals for their subordinates.
• Active Management by Exception : Transactional leaders
actively monitor the work of their subordinates, watch for deviations from
rules and standards and taking corrective action to prevent mistakes.
• Passive Management : Transactional leaders intervene only when
standards are not met or when the performance is not as per the expectations. They
may even use punishment as a response to unacceptable performance.

• Laissez-faire: The leader provides an environment where the subordinates

get many opportunities to make decisions. The leader himself abdicates responsibilities
and avoids making decisions and therefore the group often lacks direction.
• The transactional style of leadership is viewed
as insufficient, but not bad, in developing the
maximum leadership potential. It forms as the
basis for more mature interactions but care
should be taken by leaders not to practice it
exclusively, otherwise it will lead to the
creation of an environment permeated by
position, power, perks, and politics.
 Transformational Leadership

Working for a Transformational Leader can be a

wonderful and uplifting experience. They put
passion and energy into everything. They care
about you and want you to succeed.
Assumptions
• People will follow a person who inspires them.
• A person with vision and passion can achieve
great things.
• The way to get things done is by injecting
enthusiasm and energy.
 Transformational Leaders
• Develop the vision
• Sell the vision to the subortinates
• Find the way forwards
• Lead the charge
 Limitations of Transformational
Leadership
•There is a great deal of perfectly effective leadership that is not
transformational

Too much emphasis is placed on style over substance

•This style of leadership can be dangerous if it’s used for the unethical
purposes

•They are good at inspiring people but may not necessarily be skilled at
employee engagement
 Transactional
vs
Transformational
Transactional Leader:
approaches followers with an eye to exchanging one thing for another … Burns

Transformational Leader:
“recognizes and exploits an existing need or demand of a potential follower…
(and) looks for potential motives in followers, seeks to satisfy higher needs,
and engages the full person of the follower” … Burns

As exactly said by Bass – “the transactional leaders work within the

organizational culture as it exists; the transformational leader changes the
organizational culture”.
Transactional Leadership
* Leaders are aware of the link between
the effort and reward
* Leadership is responsive and its basic
orientation is dealing with present issues
* Leaders rely on standard forms of
inducement, reward, punishment and
sanction to control followers
* Leaders motivate followers by setting
goals and promising rewards for desired
performance
* Leadership depends on the leader’s
power to reinforce subordinates for their
successful completion of the bargain.
Transformational Leadership
* Leaders arouse emotions in their followers
which motivates them to act beyond the
framework of what may be described as
exchange relations
* Leadership is proactive and forms new
expectations in followers
* Leaders are distinguished by their capacity
to inspire and provide individualized
consideration, intellectual stimulation and
idealized influence to their followers
* Leaders create learning opportunities for
their followers and stimulate followers to
solve problems
* Leaders possess good visioning, rhetorical
and management skills, to develop strong
emotional bonds with followers
* Leaders motivate followers to work for
goals that go beyond self-interest.
The case study
Path Goal Theory of Leadership

The path goal theory centers on the

motivational factors of the subordinates that
have significant influence on the outcome of
the task.
The path-goal theory intrinsically rests on the
expectancy theory which states that an
individual cognitively determines his
motivation based on amount
of effort required, the rewards or returns of
the effort and theimportance the individual
gives to the rewards.
Path-Goal theory defines the role of a leader as one who
defines the goal and lays down the path for the subordinate
that facilitates completion of goal.

• Clarifies the task scope, boundaries and the process.

• Clarifies the role and responsibilities of the subordinates.
• Clarifies the criteria on which both the task success and
subordinates accomplishments will be judged.
• Provides guidance and coaching.
• Removes obstacles that might affect the task completion.
• Provide psychological support and rewards as way to
complement the work environment.
Components of Path-Goal Leadership
• Leadership Style

• Subordinate Preference

• Task Structure
Here are 4 types of leadership behaviors as per the path-goal theory of
leadership which effective project leaders use time to time knowingly or
unknowingly.

• Achievement-oriented Leadership – Such project leaders set challenging

goals, expects them to perform at highest level, Shows confidence in their
ability to meet the expectation.
• Directive Leadership – Such project leaders let followers know what is
expected and tells them how to perform their tasks.
• Participative Leadership – Such project leaders consult the followers, asks
for their suggestions before making a decision.
• Supportive Leadership – Such project leaders are friendly and
approachable and shows concern for the follower’s well being.
• The Situational Factors of the Path-Goal Theory are:
I) Subordinates' Personality:
     A Locus of Control (A participative leader is suitable for subordinates
with internal locus of control; A directive leader is suitable for
subordinates with external locus of control).
     B Self-perceived ability (Subordinates who perceive themselves as
having high ability do not like directive leadership).

II) Characteristics of the environment:

     - When working on a task that has a high structure, directive leadership
is redundant and less effective.
     - When a highly formal authority system is in place, directive leadership
can again reduce workers' satisfaction.
     - When subordinates are in a team environment that offers great social
support, the supportive leadership style becomes less necessary.
 Strengths of Path-Goal

• It is the first attempt to provide an expanded

framework which combines the previous works
of situational, contingent leadership and
expectancy theory.
• It is also the first theory to emphasize the
importance of motivational factors from the
subordinate perspective.
• It defines very practical and clear roles for a
leader.
 Criticism of Path-Goal
• It is very complex theory since it considers more
parameters and requires analysis of those parameters to
effectively choose leadership style.
• It is challenging to evaluate and analyze various
components of the theory in real organizational situations.
• It is also criticized for placing a great deal of
responsibilities on the leader and less on the subordinates,
thus it might make the subordinates more dependent on
leadership and inhibit their independent growth.