Organizational Behavior

Organizational Behavior
Assignment 03
Theories’ Summary

By:
Rabia Eman
SP19-BAF-009
Submitted to:
Ma’am Sanober Tariq

Department of Management Sciences

COMSATS University of Information Technology,

Attock Campus

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 Organizational Behavior

Trait theories:
Strong Leaders have been described by their traits. Therefore many theories have been
developed to identify the personality, social, physical or intellectual attributes that differentiate
leaders from the nonleaders.

Trait theory of leadership focus on personal characteristics and qualities. According to thi theory,
individual’s traits help to predict the leadership. Extroversion is most relatebale trait of effective
leadership. But sometime it might be effective for only passive employees. In sum, who like
being around people, who can be assertive, keep themselves disciplined and emotionally stable
and able to keep commitments, they have make an apparent advantage when it comes to
leadership. Trait theory doesn’t fully explain leadership.

Behavioral theory:
In behavorial theory we can train the people to be leader. Behavorial theory studies indicate that
the followers of those leaders who have high consideration are more satisfied with their job, are
more motivated and had more respect with for their leader. A leader with the high initiating
structure make decision in autocratic manner.

Contingency theory:
The Contingency Theory of Leadership states that a leader’s effectiveness is contingent upon
with how his or her leadership style matches to the situation (Leadership Theories, n.d). That is,
the leader must find out what kind of leadership style and situation he or she thrives in. The
Contingency Theory is concerned with the following:

 There is no one best style of leadership”

 A leader is effective when his or her style of leadership fits with the situation (Fiedler’s
Contingency Model, n.d)

Contingency theories put forth the idea that the success of a leader hinges on the specific
situation at hand. Certain factors come into play that define whether a particular leader or
leadership style will be effective for the given situation. Those factors include the task, the
personality of the leader and the composition of the group that is meant to be led. Its basic
assumption is that leadership – success or failure – is situational.

There are a number of different sub-theories that fall under the general contingency umbrella.
They include:

 Fiedler’s Contingency Theory

 the Situational Leadership Theory

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 the Path-Goal Theory

 the leader-participation model

While all similar on the surface, they each offer their own distinct views on leadership.

1. Fiedler’s Contingency Theory

This particular theory only fits situations where groups are closely supervised and not team-
based. It also uses a least preferred co-worker (LPC) scale to help determine the type of worker
the leader least likes working with. This theory emphasizes the leader’s disposition as the main
trait that defines the ability to lead.

2. Situational Leadership
Situational Leadership Theory focuses on leadership style and the maturity of those being led.
The theory puts forth the idea that leadership styles hinge on four behaviors: telling, selling,
participating and delegating.

3. Path-Goal Theory

This theory puts forth the idea that effective leaders help those in their direction attain their
goals. Under this theory, leaders have the responsibility of making sure their subordinates have
the support and information required to achieve the goals set forth. Essentially, this theory holds
that effective leaders create clear paths to help their subordinates achieve goals and that they
work to remove obstacles that stand in the way.

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