THEORIES OF LEADERSHIP

THEORIES OF LEADERSHIP

 1. THE GREATMAN THEORY

 2. TRAIT THEORY
 3. MCGREGORS THEORY X AND Y MANAGERS
 4. BLAKE AND MOUTONS MANAGERIAL GRID
 5. HOUSE PATH GOAL THEORY
 6. LEADERSHIP-MEMBER EXCHANGE (LMX) THEORY
 7. TRANSACTIONAL LEADERSHIP THEORY
 8. TRANSFORMATIONAL LEADERSHIP THEORY
 9. SITUATIONAL LEADERSHIP
 The Great Man Theory

The great man theory of leadership

 suggests that some individuals are born with characteristics that naturally make them skilled leaders.
According to this view, leaders are born, not made. It also suggests that leaders assume authority when
their leadership trait are needed.
 great man theory of leadership, which suggests that leadership capacity is innate. According to this theory,
you're either a natural-born leader or not.
 The term "great man" was used because, at the time, ​leadership was thought of primarily as a male quality,
especially in terms of military leadership.

If we look at the great leaders of the past such as:

• Alexander the Great
• Napoleon Bonaparte
• Julius Caesar
THOMAS -Proposed this theory in 19th century

CARLYLE- -Thomas Carlyle commented on the great men or heroes of history saying that:

“THE HISTORY OF THE WORLD IS BUT THE BIOGRAPHY OF GREATMEN”

-According to him, a leader is one of the gifted with unique qualities that
capture the imagination of the masses.
 Examples of the Great Man Theory of Leadership
 Some examples of famous historical figures who are often cited as examples of "great men" include:
• Abraham Lincoln: The 16th president of the United States shepherded the Union through the Civil War
and signed the Emancipation Proclamation. His leadership through this tumultuous period is often
seen as an example of how great leaders seem to be born with specific skills that make them destined to
lead.
• Martin Luther King, Jr.: The civil rights leader was influential in the fight for civil rights during the
1960s. His leadership characteristics, including his persuasive abilities and charisma, are often cited as
examples of how innate traits contribute to leadership ability.
• Mahatma Gandhi: The spiritual and political leader who led the successful movement for India's
independence from British rule advocated non-violent resistance. His resilience, wisdom, and vision
made him an inspiration in the fight for freedom in India and across the globe.
 Incomplete Account of Leadership
-One of the critical problems with the Great Man theory of leadership is that not all people who possess
the so-called natural leadership qualities become great leaders. If leadership were simply an inborn
quality, all people who possess the n
​ ecessary traits would eventually find themselves in leadership roles
 Ignores Situational Factors
-Research has instead found that leadership is a surprisingly complex subject and numerous factors
influence how successful a particular leader may or may not be. Characteristics of the group, the leader in
power, and the situation all interact to determine what type of leadership is needed and the effectiveness
of this leadership.
 Neglects Skill Development
-The great man theory of leadership also fails to explain how leadership skills can be developed. It
oversimplifies leadership and focuses on a very narrow set of skills that may not be effective or
appropriate in every context or situation. Modern views emphasize that leadership abilities can be learned
and honed with practice.
 Trait theory

 Trait theory
- The trait theory 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, for
both successful and unsuccessful, are then compared to those of potential leaders to assess their likelihood
of success or failure.
-In 1936, psychologist Gordon Allport found that one English dictionary contains more than 4,000 words
describing different personality traits.
He categorized these traits into three levels
1. Cardinal traits
- These are the traits that dominate an individual’s whole life, often to the point that the person becomes
known specifically for these traits. People with such personalities often become so known for these traits that
their names are often synonymous with these qualities.
2. Central traits
- These are the general characteristics that form the basic foundations of personality. These central traits, while
not as dominating as cardinal traits, are the major characteristics you might use to describe another person.
- Terms that are considered central traits such as:
– Intelligent, Honest, Shy, Anxious.

3. Secondary traits
- These are the traits that are sometimes related to attitudes or preferences and often appear only in
certain situations or under specific circumstances.

Some examples would be:

1. Getting anxious when speaking to a group
2. Impatient while waiting in line.
Leader Traits
1. Intelligence – Above average, but not genius level
– Good at solving complex and abstract problems
2. Initiative – Independence
– Inventiveness
– Tendency to be pro-active
3. Self-assurance – Self-confident
– Ambitious
– Positive appraisal of his abilities
4. The helicopter factor – It is the ability to rise above the particulars of a situation and perceive it in relation
to the overall environment.
 These traits are not responsible solely to identify whether a person will be a successful leader or not, but they are essentially seen as
preconditions that endow people with leadership potential.
 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 relat e 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.
 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.
 Douglas McGregor's Theory X and Theory Y

 Douglas McGregor's Theory X and Theory Y are two contrasting sets of assumptions that managers make about their people

• Theory X managers believe that people dislike work, are lazy, and need to be coerced and controlled in order to be
productive. They use a top-down, authoritarian management style that emphasizes close supervision, rewards, and
punishments.

• Theory Y managers believe that people are naturally self-motivated and enjoy work. They use a more participative
management style that encourages delegation, responsibility, and innovation.
 Here is a table summarizing the key assumptions
of Theory X and Theory Y:
Theory X Theory Y

People dislike work and will avoid it if possible. People are naturally inclined to work and will seek out responsibility.

People must be coerced, controlled, and People will be self-directed and self-controlled if they are committed to
threatened with punishment to get them to work. the goals of the organization.

People have little ambition and want to avoid People have the potential to be creative and innovative if they are given
responsibility. the opportunity.
 McGregor's Theory X and Theory Y are still relevant today, and they can help us to understand the different ways that managers approach
the task of motivating their employees. The best management style for a particular situation will depend on the individual employees and
the nature of the work. However, in general, Theory Y is a more effective approach to management than Theory X.

Here are some examples of how Theory X and Theory Y managers might behave in different situations:

• A Theory X manager might give employees very specific instructions and closely supervise their work. They might also use rewards and
punishments to motivate employees.

• A Theory Y manager might give employees more freedom and responsibility. They might also consult with employees on decisions and
encourage them to come up with new ideas.

 Ultimately, the best way to motivate employees is to create a work environment where they feel valued, respected, and trusted. This is more
likely to happen in a Theory Y organization than in a Theory X organization.
 The Blake and Mouton Managerial Grid

 is a leadership model that was developed by Robert Blake and Jane Mouton in the 1960s. It is a tool for assessing a leader's
style based on two dimensions: concern for people and concern for production.

 The concern for people dimension measures the extent to which a leader is focused on the needs and well-being of their
employees. This includes things like providing opportunities for development, creating a positive work environment, and
showing appreciation for employees' contributions.

 The concern for production dimension measures the extent to which a leader is focused on achieving results. This includes
things like setting goals, assigning tasks, and monitoring progress.
The Blake and Mouton Managerial Grid plots these two dimensions on a grid, with each dimension
ranging from 1 (low) to 9 (high). This creates 81 different leadership styles, but five of them are most
commonly recognized:

Impoverished Management (1,1):

This style is characterized by low concern for people and low concern for production. Leaders with this
style are often seen as apathetic and uninvolved.

Task Management (9,1):

This style is characterized by high concern for production and low concern for people. Leaders with
this style focus on getting the job done, even if it means neglecting the needs of their employees.

Middle-of-the-Road Management (5,5):

This style is characterized by moderate concern for people and moderate concern for production.
Leaders with this style are often seen as indecisive and lacking in direction.

Country Club Management (1,9):

This style is characterized by high concern for people and low concern for production. Leaders with this
style focus on creating a positive work environment, even if it means sacrificing productivity.

Team Management (9,9):

This style is characterized by high concern for people and high concern for production. Leaders with
this style are seen as effective and capable of getting the best out of their employees.
 Here are some of the advantages of using the
Blake and Mouton Managerial Grid:

• It can help leaders to understand their own leadership style and how it affects their team.
• It can help leaders to identify areas where they can improve their leadership skills.
• It can help leaders to develop strategies for working more effectively with their team members.
• It can help leaders to create a more productive and positive work environment.

However, there are also some limitations to the Blake and Mouton Managerial Grid:
• It is a simplistic model that does not take into account the complexity of leadership.
• It does not account for the different situations that leaders face.
• It can be difficult to accurately assess a leader's style using the grid.
Overall, the Blake and Mouton Managerial Grid is a useful tool for understanding different leadership styles. However, it
is important to remember that it is just one tool and should not be used in isolation.
 HOUSE PATH-GOAL THEORY
 House Path-goal theory
- is a leadership theory that was developed by Robert House in 1971. It states that the most effective leadership style is the
one that best matches the needs of the followers and the situation.

 The theory is based on the expectancy theory of motivation,

- which states that people are motivated to perform a task if they believe that their effort will lead to desired outcomes, and
that those outcomes are valuable to them.

 Path-goal theory
- is a versatile and adaptable theory that can be applied to a variety of leadership situations. It is a useful tool for leaders to
understand the different leadership styles and how to choose the most effective style for the situation.
 House Path-goal theory identifies four main
leadership styles:

• Directive leadership:
This style is characterized by the leader providing clear instructions and goals, and closely monitoring progress. It is most
effective when followers are uncertain about their roles or the task at hand.
• Supportive leadership:
This style is characterized by the leader being friendly, approachable, and supportive. It is most effective when followers need
emotional support or when the task is stressful.
• Participative leadership:
This style is characterized by the leader involving followers in decision-making. It is most effective when followers are competent
and have a vested interest in the outcome.
• Achievement-oriented leadership:
This style is characterized by the leader setting challenging goals and expecting high performance. It is most effective when
followers are capable and motivated.
 three situational factors that influence the
effectiveness of a leadership style:

• The nature of the task:

Some tasks are more complex and challenging than others. Directive leadership is more effective for complex tasks, while
supportive leadership is more effective for simple tasks.
• The characteristics of the followers:
Some followers are more confident and motivated than others. Participative leadership is more effective with followers who are
confident and motivated, while directive leadership is more effective with followers who are less confident or motivated.
• The organizational context:
Some organizations have a more formal and structured environment, while others have a more informal and flexible
environment. Directive leadership is more effective in formal organizations, while participative leadership is more effective in
informal organizations.
 Here are some additional things to keep in mind
about path-goal theory:

• The theory is not prescriptive.

- It does not say that one leadership style is always better than another. The best style will vary depending on the situation.

• The theory is dynamic.

- The most effective leadership style may change over time as the situation changes.

• The theory is contingency-based.

- It recognizes that there is no one-size-fits-all approach to leadership

 Path-goal theory is a valuable tool for leaders who want to be effective in a variety of situations. By understanding the different
leadership styles and how to choose the most effective style for the situation, leaders can increase their chances of success.
 Leader-member exchange (LMX) theory

 Leader-member exchange (LMX) theory

- is a relationship-based approach to leadership that focuses on the two-way (dyadic) relationship between leaders and
followers. The theory suggests that leaders develop different quality relationships with different followers, and that these
relationships have a significant impact on follower performance, satisfaction, and commitment.
 The LMX theory
- was first developed by George Graen and his colleagues in the 1970s. They found that leaders tend to develop two types of
relationships with their followers: in-group and out-group relationships. In-group members are those who have a high-quality
relationship with the leader, characterized by mutual trust, respect, and obligation. Out-group members are those who have a
low-quality relationship with the leader, characterized by less trust, respect, and obligation.
 The LMX theory
-has been supported by a number of studies, which have shown that in-group members tend to have higher performance,
satisfaction, and commitment than out-group members. The theory has also been shown to be applicable to a variety of settings,
including organizations, teams, and classrooms.
 four stages of LMX development:

1. Role-taking:
-This is the initial stage of the relationship, where the leader and follower are getting to know each other. The
leader provides the follower with basic job information and expectations, and the follower begins to learn the ropes.
2. Role-making:
-In this stage, the leader and follower begin to negotiate the terms of their relationship. The leader shares more
information and responsibility with the follower, and the follower reciprocates by taking on more challenging tasks.
3. Leadership
-making: In this stage, the leader and follower have a fully developed relationship. The leader delegates more
responsibility to the follower, and the follower is more involved in decision-making.
4. Team-making:
- In this final stage, the leader and follower are part of a larger team. They work together to achieve common goals,
and they share a sense of commitment to the team.
 Here are some of the key implications of the LMX
theory for leaders:

• Invest time and effort in developing high-quality relationships with all of your followers.

• Be fair and consistent in your treatment of all followers.

• Be willing to delegate responsibility and authority to your followers.

• Be open to feedback from your followers.

• Celebrate the successes of your followers.

 The LMX theory
-is a valuable tool for understanding leadership and followership. It can help leaders to develop more effective
relationships with their followers, and it can help followers to get the most out of their work experiences.

 The LMX theory

- is a complex and nuanced theory, and there is still much that we do not know about it. However, it is a valuable
tool for understanding leadership and followership, and it can help us to create more effective and satisfying work experiences.
 Transactional leadership theory

 Transactional leadership theory is a leadership style that focuses on the exchange of rewards and punishments to motivate
and direct followers. This approach to leadership, also sometimes referred to as managerial leadership, emphasizes the
importance of structure, organization, supervision, performance, and outcomes.
• People are motivated by self-interest and extrinsic rewards.
• They need clear expectations and guidelines in order to perform effectively.
• They respond to positive reinforcement and avoid negative consequences.

 Transactional leadership can be effective in some situations, such as when followers are new to their jobs or when there is a
need for clear and concise instructions. However, it can also be seen as a somewhat controlling and uninspiring style of
leadership.
 Transactional leaders use two main types of
exchanges to motivate their followers:

• Contingent reward:
-This is where the leader promises rewards for desired behaviors or performance. For example, a manager might
tell their employees that they will receive a bonus if they meet their sales goals.

• Management by exception:
- This is where the leader intervenes only when performance falls below expectations. For example, a
manager might not say anything if their employees are meeting their deadlines, but they would step in if they start to fall
behind.
 Advantages and disadvantages of transactional
leadership
ADVANTAGES
• It can be effective in achieving short-term goals.
• It can help to maintain order and productivity.
• It can be clear and concise, which can be helpful for new or inexperienced employees.

DISADVANTAGES
• It can be seen as controlling and uninspiring.
• It can lead to employees becoming dependent on rewards and punishments.
• It can stifle creativity and innovation.

Overall, transactional leadership is a style that can be effective in some situations, but it is not always the best choice. It is
important for leaders to be aware of the strengths and weaknesses of this style and to use it appropriately.
 Here are some examples of transactional leaders:

• Lee Iacocca, former CEO of Chrysler

• Jack Welch, former CEO of General Electric
• Margaret Thatcher, former Prime Minister of the United Kingdom
• Dwight D. Eisenhower, former President of the United States

These leaders were all known for their ability to set clear goals and expectations, provide rewards for good performance, and
discipline those who did not meet standards. They were also effective at managing complex organizations and achieving
results.

However, it is important to note that transactional leadership is not the only leadership style that is effective. There are other
styles, such as transformational leadership, that can be more effective in certain situations. It is important for leaders to be
aware of the different leadership styles and to choose the one that is right for the situation.
 Transformational leadership theory

 Transformational leadership is a leadership theory that emphasizes the importance of leaders inspiring and motivating their
followers to achieve shared goals. It is based on the idea that leaders can create change by transforming the values, beliefs,
and behaviors of their followers.
 Transformational leadership has been shown to be effective in a variety of settings, including business, government,
education, and healthcare. It can lead to increased employee satisfaction, motivation, and performance. It can also help
organizations to achieve their goals and objectives.
 Transformational leadership is a challenging but rewarding style of leadership. If you are willing to put in the effort, it can
help you to achieve great things with your team.
The four main components of transformational leadership are:

Inspirational motivation:
Idealized influence:
Leaders w ho use inspirational motivation
Leaders who exhibit idealized influence
articulate a clear and compelling v ision
are seen as role models w ho are
for the future and motiv ate their followers
admired, respected, and trusted by their
to achiev e it. They use language that is
followers. They set a positiv e example
inspiring and optimistic, and they create
and behav e in ways that are consistent
a sense of excitement and enthusiasm
w ith their v alues.
for the task at hand.

Individualized consideration:
Intellectual stimulation:
Leaders w ho use individualized
Leaders who use intellectual stimulation
consideration pay attention to the
challenge their followers to think
indiv idual needs of their followers and
creatively and solve problems in new
prov ide them w ith the support and
ways. They encourage them to question
guidance they need to succeed. They
the status quo and come up with new
treat each follow er as an indiv idual and
ideas.
tailor their leadership style accordingly.
 Situational leadership theory

 Situational leadership theory

-is a leadership model that suggests that there is no one best leadership style for all situations.
Instead, the best leadership style depends on the maturity level of the followers and the demands of the task.

 Situational leadership theory

- is a valuable tool for leaders who want to be effective in a variety of situations. By understanding the maturity level
of their followers and the demands of the task, leaders can choose the right leadership style to get the job done.
 It is based on the idea that followers' maturity
level can be divided into four categories:

• Developing:
-Followers have low ability and low commitment. They need a lot of direction and support from the leader.
• Accepting:
-Followers have low ability but high commitment. They need the leader to provide guidance and encouragement.
• Practical:
-Followers have high ability but low commitment. They need the leader to delegate responsibility and give them
freedom to act.
• Advanced:
- Followers have high ability and high commitment. They need the leader to provide support and encouragement,
but they are able to work independently.
 The theory also identifies four leadership
styles

• Style 1 (Telling):
- The leader provides clear instructions and closely supervises the follower's work.

• Style 2 (Selling):
-The leader explains the reasons for the task and seeks the follower's input.

• Style 3 (Participating):
- The leader shares decision-making with the follower.

• Style 4 (Delegating):
- The leader gives the follower full responsibility for the task.
 The best leadership style to use depends on the maturity level of the followers and the demands of the task. For example, if
the followers are developing and the task is complex, the leader should use a telling style. If the followers are accepting a nd
the task is simple, the leader should use a selling style.

 Situational leadership theory is a flexible and adaptable model that can be used in a variety of situations. It is a popular
leadership model that has been used by businesses, organizations, and teams all over the world.
 examples of how situational leadership theory can
be applied in different situations:

• A new employee is starting a new job. They have low ability and low commitment, so the leader should use a telling style to
provide them with clear instructions and close supervision.

• A team is working on a new project. The team members are experienced and motivated, so the leader can use a delegating
style and give them the freedom to work independently.

• A manager is dealing with a conflict between two employees. The manager needs to use a participating style to listen to both
sides of the story and find a solution that everyone can agree on.
All leaders all inspired and motivated their followers to achieve great things. They set a positive example, articulated a clear
vision for the future, and challenged their followers to think creatively and solve problems in new ways.
If you want to be a transformational leader, you can start by developing the following qualities:
• Be a role model. Set a positive example for your followers by behaving in ways that are consistent with your values.
• Be inspiring. Articulate a clear and compelling vision for the future and motivate your followers to achieve it.
• Be intellectually stimulating. Challenge your followers to think creatively and solve problems in new ways.
• Be supportive. Pay attention to the individual needs of your followers and provide them with the support and guidance they
need to succeed.
Transformational leadership is a challenging but rewarding style of leadership. If you are willing to put in the effort, it can help
you to achieve great things with your team.
THANK YOU!!!