BABCOCK UNIVERSITY

ILISHAN REMO
OGUN STATE

MANAGEMENT THEORY GROUP NINE 9

LECTURERS NAME: MRS MAGAJI NANGLE
ASSIGNMENT

NAMES MATRIC NO
JOSEPH BIFAM AMMADIKKO 20/0719
EGHAREVBA JUDITH ADEWUSA 20/3243
OHAZURUME HENRIETTA BOHAM 20/0157
VICTOR EZEAKUNNE 20/2024
IKECHUKWURAH VALENTINA MMESOMA 20/1455

LEKUTI OMBOLAJI RONALD 20/0330

OKON UFONABASI INI 20/3016

ARO-ADEYEMO ADEGBOLA 20/2684

OKOYE CHUKWUBUIKE MARTINS 20/0498
EDGAL OGHENETEGA ESEOHE 20/3515
NWOSU DONALD 20/2012
*Leadership theory
*Trait theory
*Ohio state studies
*University of Michigan studies
Definition of leadership: leadership is the potential to influence behavior of others. It is also
defined as the capacity to influence a group towards the realization of a goal.
Leadership is a process by which an executive can direct, guide and influence the behavior and
work of others towards accomplishment of specific goals in a given situation. Leadership is the
ability of a manager to induce the subordinates to work with confidence and zeal.
What is leadership theory
Leadership theories are schools of thought brought forward to explain how and why certain
individuals become leaders. The theories emphasize the trait and behaviors that individuals can
adopt to boost their own leadership abilities

Trait theory of leadership

The trait model of leadership is based on the characteristics of many leaders - both successful
and unsuccessful - and is used to predict leadership effectiveness. The resulting lists of traits are
then compared to those of potential leaders to assess their likelihood of success or failure.

Successful leaders definitely have interests, abilities, and personality traits that are different from
those of the less effective leaders. Among the core traits identified are:

 Achievement drive: High level of effort, high levels of ambition, energy and initiative
 Leadership motivation: an intense desire to lead others to reach shared goals
 Honesty and integrity: trustworthy, reliable, and open
 Self-confidence: Belief in one’s self, ideas, and ability
 Cognitive ability: Capable of exercising good judgment, strong analytical abilities, and
conceptually skilled
 Knowledge of business: Knowledge of industry and other technical matters
 Emotional Maturity: well adjusted, does not suffer from severe psychological disorders.
 Others: charisma, creativity and flexibility

Strengths/Advantages of Trait Theory

 It is naturally pleasing theory.

 It is valid as lot of research has validated the foundation and basis of the theory.
 It serves as a yardstick against which the leadership traits of an individual can be
assessed.
 It gives a detailed knowledge and understanding of the leader element in the leadership
process.

Limitations of The Trait Theory

  There is bound to be some subjective judgment in determining who is regarded as a
‘good’ or ‘successful’ leader
 The list of possible traits tends to be very long. More than 100 different traits of
successful leaders in various leadership positions have been identified. These descriptions
are simply generalities.
 There is also a disagreement over which traits are the most important for an effective
leader
 The model attempts to relate physical traits such as, height and weight, to effective
leadership. Most of these factors relate to situational factors. For example, a minimum
weight and height might be necessary to perform the tasks efficiently in a military
leadership position. In business organizations, these are not the requirements to be an
effective leader.
 The theory is very complex

Implications of Trait Theory

The trait theory gives constructive information about leadership. It can be applied by people at
all levels in all types of organizations. Managers can utilize the information from the theory to
evaluate their position in the organization and to assess how their position can be made stronger
in the organization. They can get an in-depth understanding of their identity and the way they
will affect others in the organization. This theory makes the manager aware of their strengths and
weaknesses and thus they get an understanding of how they can develop their leadership
qualities.

Conclusion

The traits approach gives rise to questions: whether leaders are born or made; and whether
leadership is an art or science. However, these are not mutually exclusive alternatives.
Leadership may be something of an art; it still requires the application of special skills and
techniques. Even if there are certain inborn qualities that make one a good leader, these natural
talents need encouragement and development. A person is not born with self-confidence. Self-
confidence is developed, honesty and integrity are a matter of personal choice, motivation to lead
comes from within the individual, and the knowledge of business can be acquired. While
cognitive ability has its origin partly in genes, it still needs to be developed. None of these
ingredients are acquired overnight.

The Ohio State Studies

suggested that the “high-high” leadership style (high in initiating structure as well as in
consideration) generally results in positive outcomes but there are exceptions which indicate that
situational factors should be integrated into the theory. The Ohio studies have value for the study
of leadership. They were the first to emphasize the importance of both task direction and
consideration of individual needs in assessing leadership. This two-dimensional approach
lessened the gap between the strict task orientation of the scientific management movement and
the human relations emphasis In 1945, the Bureau of Business Research at Ohio State University
initiated a series of studies on leadership. These studies sought to identify independent
dimensions of leader behavior. The studies started with the premise that no satisfactory definition
of leadership existed and there was no precise indication of the qualities of a good leader. So, it
sought to define leadership in terms of performance. These studies identified two independent
leadership dimensions called initiating structure and consideration which meant more or less the
same thing as task behavior and relationship behavior of a leader. Initiating structure refers to the
extent to which a leader is likely to define and structure his own role as well as the roles of
subordinates in the search for goal attainment. It includes behavior that attempts to organize
work, work relationships and goals. The leader characterized as high in initiating structure
specifies the task to be performed by each member of his group, sets down deadlines, gives
directions and puts pressure on them for its fulfillment. Consideration refers to the extent to
which a leader is likely to have job relationships which are characterized by mutual trust, respect
for subordinates’ ideas and regard for their feelings. He shows concern for his followers’
comfort, well-being, status and satisfaction.

The University of Michigan Leadership studies

Studies were the well-known series of leadership studies that commenced at the University of
Michigan in the 1950s by Resins Likert, with the objective of identifying the principles and types
of leadership styles that led to greater productivity and enhanced job satisfaction among workers.
[1] The studies identified two broad leadership styles – an employee orientation and a production
orientation. They also identified three critical characteristics of effective leaders – task-oriented
behavior, relationship-oriented behavior and participative leadership.[2] The studies concluded
that an employee orientation rather than a production orientation, coupled with general instead of
close supervision, led to better results. The Michigan leadership studies, along with the Ohio
State University studies that took place in the 1940s, are two of the best-known behavioral
leadership studies and continue to be cited to this day.

Behavioral theory of leadership

Behavioral theories of leadership are classified as such because they focus on the study of
specific behaviors of a leader. For behavioral theorists, a leader behavior is the best predictor of
his leadership influences and as a result, is the best determinant of his or her leadership success.

This behavior-focused approach provides real marketing potential, as behaviors can be

conditioned in a manner that one can have a specific response to specific stimuli. As a result, we
have gone from the supposition that leaders are born, (Great Man Theory) through to the
possibility that we can measure your leadership potential (Trait Theory) via psychometrics
measurements and then to the point that anyone can be made a leader (Behavioral Theories) by
teaching them the most appropriate behavioral response for any given situation.

Two important Behavioral studies

1) Ohio State University (1940s)

2)University of Michigan (1950s)

Situational or contingency theory of management

A contingency theory is an organizational theory that claims that there is no best way to organize
a corporation, to lead a company, or to make decisions. Instead, the optimal course of action is
contingent (dependent) upon the internal and external situation. Contingent leaders are flexible in
choosing and adapting to succinct strategies to suit change in situation at a particular period in
time in the running of the organization. The theory was first introduced in 1969 as "life cycle
theory of leadership". During the mid-1970s, life cycle theory of leadership was renamed
"Situational Leadership Theory." The situational leadership model views development as an
evolutionary progression meaning that when individuals approach a new task for the first time,
they start out with little or no knowledge, ability or skills, but with high enthusiasm, motivation,
and commitment. The Situational Leadership Model has two fundamental concepts: leadership
style and the individual or group's performance readiness level, also referred to as maturity level
or development level.
William Richard Scott describes contingency theory in the following manner: "The best way to
organize depends on the nature of the environment to which the organization must relate”. Fred
Fiedler's contingency model focused on a contingency model of leadership in organizations. This
model contains the relationship between leadership style and the favorable-ness of the situation.
Servant leadership:
is a leadership style and philosophy whereby an individual interacts with others either in a
management or fellow employee capacity to achieve authority rather than power. The system
embodies a decentralized organizational structure.

Here are four steps to develop into a better servant leader.

 Encourage diversity of thought.
 Create a culture of trust.
 Have an unselfish mindset.
 Foster leadership in others.

The Top 5 Characteristics of Servant Leaders.

 Valuing People: Servant leaders value people for who they are, not just for what they
give to the organization. 
 Humility: Servant leaders do not promote themselves; they put other people first.
 Listening: Servant leaders listen receptively and nonjudgmentally.
  Trust: Servant leaders give trust to other.They willingly take this risk for the people they
serve. 
 Caring: Servant leaders have people and purpose in their heart. 
 What do servant leaders do? A servant leader shares power, puts the needs of the employees
first and helps people develop and perform as highly as possible. Instead of the people working
to serve the leader, the leader exists to serve the people.
Five Characteristics of Servant Leadership
 Listening: listen receptively and nonjudgmentally.
 Appreciation: value people and appreciate them for who they are, not just for what they
give to the organization.
 Humility: put other people first.
 Trust: give trust to others.
Follow these steps to help you develop the skills of a servant leader
 Lead by example. A servant leader should always lead their team by example.
 Show people why their job is important.
 Encourage collaboration and employee engagement.
 Help your team grow and develop.
 Care for your team members personally.
 Ask for feedback.
What makes a servant leadership successful?
Servant leaders draw on the strengths of their employees and allow others to do what they do
best instead of forcing a specific plan of action.

ORIGIN OF SERVANT LEADERSHIP

Robert K. Greenleaf first coined the phrase "servant leadership" in his “1970” essay, "The
Servant as a Leader." However, it's an approach that people have used for centuries. As a servant
leader, you're a "servant first” you focus on the needs of others, especially team members, before
you consider your own.