LEADERSHIP

STYLES
PERSONAL DEVELOPMENT

PLY. B1 18.2
 Contingency style of leadership
The contingency style of leadership refers to leadership style where the leader’s
effectiveness depends on with how the leadership style matches to each
situation.
It is concerned with two main points:
 There is no “best style of leadership”
 The most effective leader is where the style of leadership matches and
fits with the situation.
There have been many theories under this style of leadership; “Fiedler’s
Contingency Model” being the most popular and well known.
This theory is one of the first “situational leadership theories’’. This leadership
style is dependent on how well the leader’s leadership style matches the current
context or task.
This contingency theory isn’t concerned with having the leader to adapt to the
situation, rather having the goal that the leader is supposed to be working
towards be compatible to his or her leadership style.
To make the best use and obtain the most effective results we should identify
the leader’s leadership style, so we can find the best situation where he would
thrive in. This is done through a method known as the Least Preferred Co-
worker scale (LPC Scale)
The LPC is a list of questions designed to find out what kind of employee a
leader would most like to work with, and in turn shows the leaders style.

If the leader has a:

 High LPC Score– leader with good personal skills and relies on
relationships with others to accomplish tasks otherwise known as
“people-oriented”
 Low LPC Score– leader that accomplishes goals through focus on the
task and positional power “task-oriented”

Each of these leaders thrive in different situations, for instance, Task-oriented

leaders are most effective when their positional power is high, as well as the
task structure whereas People or relation-oriented leaders perform their best
when the relationship levels between themselves and followers are at their
greatest.
Once the style is identified, the model states that the best situation or “situation
favourableness” is chosen next.
A situation is defined by three factors in the contingency theory:
1. Leader-Member Relation- how the leader interacts with employees.
2. Task Structure- how tasks are set up by the leader.
3. Positional Power- the amount of power a leader has over followers.

Only if these 3 situations are compatible with each other will his/her leadership
style be a successful project.

When comparing this theory to other leadership theories its noted that the
contingency theory has parts that are incorporated from other theories such as
“transformational leadership theory” and “transactional leadership theory”.

However, the contingency leadership theory has many strengths:

 Used to create leadership profiles for organizations

 Puts emphasis on combination of leader’s style and the situation

 “It is predictive; there is a well-defined method to evaluate LPC and

Situations”

Overall this theory is used to create leadership profiles for an organization, as

this theory helps match the leadership style with the situation, therefore
whenever there is an opening the sties can be matched, and the correct leader
can be chosen. This theory also helps to reduce what is expected from leaders,
and instead puts emphasis on finding a match to the situation. This theory,
although complex, is very useful in matching professionals to the right
situations and determining the best person for a job.

Transformational Leadership
No one can anticipate what's to come. Which clarifies why changes can be met
with incredible vulnerability. Associations are persistently looked with making
changes. Changes are quick and generally discover their motivation in
development, innovation and economy. The structure of an association changes
subsequently, the utilization of assets, for example, ICT and communication and
the hierarchical culture. This sort of progress is likewise alluded to as change.
Change requests a great deal from the association, as well as from its
representatives too. With the end goal for change to stay destined for success,
legitimate administration is additionally imperative.

Transformational Leadership centres around an alternate method for driving,

which is required in an evolving association. Singular consideration and
individual gifts of representatives is essential with the goal that associations can
profit by it. Everyone is anxious to learn, yet representatives additionally
require the space and opportunity to begin with. The utilization of
Transformational Leadership makes that space.

It's about trust

Change additionally incorporates adapting new conduct and unlearning old

conduct. It is troublesome for representatives to accomplish this without being
all around upheld and instructed.

Transformational Leadership guides representatives, giving them the certainty

and support to adjust to change. They gain understanding into the way that
change, and new information will at last yield included esteem.
Transformational Leadership is centred around giving trust.

A transformational pioneer controls his representatives, connects with them,

empowers them and thought processes them in self-awareness so they can get
the best out of themselves. What's more, representatives want conviction and
security. To give more direction, Transformational Leadership centre’s around
workers over all dimensions of the association, setting them up for change and
engaging them all the while.

Columns

Transformational Leadership focuses on three columns; to pass on motivation

and vision to workers, singular consideration and offering a scholarly test.
Transformational Leadership induces that representatives' inspiration isn't just
gotten from outer factors, for example, pay and great working conditions, yet
characteristic factors also, for example, gratefulness and rehearsing obligation.

A transformational pioneer is subsequently ready to concentrate on measures,

qualities, needs and limits and is likewise capable decidedly authorize them. It
includes individual and individual contact and expanding representative
abilities. By realizing what workers need and what their desire are, a
transformational pioneer can manage them the correct way.

Nature of the association

Transformational Leadership isn't tied in with deduction in an unexpected way,

yet around an elective method for taking a gander at a circumstance. Change as
of now demonstrates that the idea of the association needs to change.

This requires activity and change in the profoundly established hierarchical

culture, including values, standards, methods, structures, frameworks and
procedures. Transformational Leadership is along these lines proactive,
whereby supervisors assume liability at each dimension.

The customary value-based initiative can keep on existing as errands and

assignments given to workers by administrators. In any case, there is the hazard
they don't represent their activities and that they are completely or incompletely
centred around the arrangement of remuneration. The acknowledgment that they
can convey included esteem is started by transformational administration. Trust
gives an extra measurement, yet regard, solidarity, equity, persistence and
cooperative energy likewise turned out to be key variables.

The transformational pioneer is relied upon to banter with workers, listen well
and be available to the desire of every person. There are various focal points
that become possibly the most important factor:

Open framework; there is a sort of solidarity inside the association, an aggregate

dynamic and cooperative energy among innovation and representatives.

Common impact; diverse orders cooperate as opposed to being reliant of one

another.

Resistance; inside the association, one is available to (I’m)possibilities, self-

sorting out procedures and innovative thoughts and arrangements.
Ability; one must be available to experimenting with new things and to hear
each out other.

Training; everybody (counting officials) inside the association must be set up to

create on an individual dimension.

Characteristics

Transformational Leadership has various traits that are appropriate to an

evolving situation, empowering representatives to get the best out of
themselves.

A change pioneer:
 has mystique

 enables representatives and rouses individuals through motivation rather

than convincingness

 challenges representatives at a scholarly dimension

 comprehends the aggregate quality of a group

 focuses on individual workers

 utilizes accounts, allegories and images

 is objective situated

 sees basic leadership from a moral perspective, not only a sparing point
of view

 carries on of sympathy and is tolerant

 Down to earth case of Transformational Leadership

A substantial nourishment organization has converged with an American

organization in a similar industry. A noteworthy change that won't just
incorporate a bigger item portfolio, yet an adjustment in dialect from Dutch to
English and expanded travel for all representatives. As indicated by
conventional value-based administration, this would be reported by the
executives, however regardless of whether all workers bolster the choice is the
following inquiry. Be that as it may, by applying Transformational Leadership
in all layers of the association, a social change can likewise be made.
All officials will meet with their representatives; these can be private
discussions yet additionally bunch dialogs as interview. This makes a high level
of contribution and common trust. Workers can apply coordinate impact and
demonstrate how they see certain progressions themselves and add to the
choices that are made. Thus, expanding their dependability.

Moreover, it is the transformational pioneer's undertaking to have their workers

understand the significance of composing and communicating in English.
Workers will along these lines be asked how they wish to approach this and
how they wish to enhance themselves. They might be required to pursue an
English dialect course yet taking a gander at it from a worker point of view,
there is more inspiration in enhancing aptitudes and creating oneself expertly.
At the point when their requirements coordinate the common targets of the
organization, they will be better ready to recognize themselves and together
shape the way of life inside the new association. It is the transformational
pioneer's errand to guide and assess this procedure

The Great Man

Theory
"The goal of humanity lies in its highest
specimens" – Nietzsche (Untimely
Meditations)
The great man theory of leadership became
popular during the 19th century. This theory is
related to the work of the historian “Thomas
Carlyle”. This theory presented a primary
view of leadership as it was said that past is nothing but stories of great
men. Supporters of this theory believed there were a few exceptional men in
each group who were born with qualities and features that caused other
individuals to follow them. These great men believe to be born with the
necessary qualities that set them apart from others and that these traits are
responsible for their assuming positions of power and authority. In other words,
there are various assumption when you take leadership theories and the
assumptions for this theory are as follows:
 The leaders are born and not made and possess certain traits.
 Great leaders can arise when there is a great need at certain times
Great leaders are heroes, according to this theory, that accomplish great feats
against the odds-on behalf of followers. The theory basically suggests that those
in power deserve to lead because of the traits they’ve been endowed with.

The Theorists Who Are Involved with This Theory

The mythology behind some of the world's most famous leaders such as
Abraham Lincoln, Julius Caesar, Mahatma Gandhi and Alexander the Great
helped contribute to the idea that great leaders are born and not made. Historian
Thomas Carlyle also had a major influence on this theory of leadership, at one
point stating that, "The history of the world is but the biography of great men."
According to Carlyle, actual leaders are those who are gifted with heavenly
inspiration and the right characteristics.

Style Theory of Leadership

The style of leadership theory differs drastically from features or skills. Instead
of focusing on just who the leaders are, the style theory considers what the
leaders do. Style leadership also refers to the behaviour and action tendencies
held by the leaders that lead to their individual style of leadership and how it
impacts their environment.
There are 2 main types of behaviour the style leadership focuses on
1. Task Behaviour

2. Relationship Behaviour
Task Behavior
Task behaviour refers a leader that is motivated by completing tasks and
concerned with the delineating roles specific tasks for the employees.
The task leaders create the policies and the procedures. Subordinates of these
procedures and develops criteria for evaluating successful employee
performance.
Relationship Behavior
Relationship-oriented leadership theory describes a leader who is primarily
motivated by and concerned with her interactions with people.
The relationship leaders act as mentors to their subordinates. They talk to their
employees and incorporate their feedback into decisions.
Theorists
There have been many theorists who have been working on this leadership
theory. But there are two main theorists they are
1. Robert R. Blake

2. Jane Mouton

These two theorists worked together at their college. These two came up with
the concept “Managerial Grid”
Managerial grid is based on two different behavioural thoughts, concern for the
people and concern for the results.

Situational Leadership Theory

Situational leadership is a model was a leadership strategy developed by
Kenneth Blanchard and Paul Hersey, and Goleman Theory. Situational
leadership refers to when the leader or manager of an organization must adjust
his style to fit the development level of the followers he is trying to influence.
With situational leadership, it is up to the leader to change his style, not the
follower to adapt to the leader’s style. In situational leadership, the style may
change to meet the needs of others in the organization based on the situation.
One of the key skills of a situational leader is adaptability, since the leaders
need to switch their leadership style according to the circumstance.
The Goleman Theory of Situational Leadership
This theory was developed by Daniel Goleman, and the theory defines 6 styles
within Situational Leadership.
1. Coaching leaders, who work on an individual’s personal development as
well as job-related skills. This style works best with people who know their
limitations and are open minded.

2. Pacesetting leaders, who set very high expectations for their followers.
This style works best with self-starters who are highly motivated. The
leader leads by example. This style is unpopular as it could lead to
demotivation with many employees.

3. Democratic leaders, who give followers a vote in almost all decisions.

When used in optimal conditions, it can build flexibility and responsibility
within the group. This style is, however, time consuming.

4. Affiliative
leaders, who put employees first. This style is used when
morale is very low. The leader uses praise and helpfulness to build up the
team’s confidence. This style may risk poor performance when team
building is happening.

5. Authoritative leaders, who are very good at analysing problems and

identifying the challenges. This leader will allow his or her followers to
help figure out how to solve a problem.

6. Coercive leaders, who tell their subordinates what to do. They have a
very clear vision of the end goal and how to reach it. This style is good at a
point where the company is failing and needs a total reconstruction.

Blanchard & Hersey Theory

This model is based on the work done by Blanchard and Hersey. Their theory is
based on two concepts: leadership itself, and the developmental level of the
follower. Blanchard and Hersey developed a matrix consisting of four styles:
1. Tellingleaders = (specific guidance and close supervision): These
leaders make decisions and communicate them to others. They create the
roles and objectives and expect others to accept them. There is only one
way communication. This style is most effective in a time of calamity.

2. Selling= (explaining and persuading): These leaders may create the roles

and objectives for others, but they are also open to opinions. They “sell”
their ideas to others in order to gain cooperation.
 3. Participating = (sharing and facilitating): These leaders leave decisions
to their subordinates. Although they may participate in the decision-making
process, the ultimate choice is left to employees.

4. Delegating = (letting others do it): These leaders are responsible for their
teams, but provide little guidance to workers or help to solve problems.
They may be asked from time to time to help with decision-making.

TEAM
M.H.M.D.T. Gunasekara - 10021612
D.K. Ekanayake - 10026261
M. Jehan - 10022642
D.I. Liyanage - 10021860

K.T. De Silva - 10026263

H.K. Rathnayake - 10026495

I.D. Hapuarachchi - 10022418

R. Caygill - 10026558

M.A. Edirisooriya - 10021231

P.G.V.W.R Perera