MADE BY- Rishabh Jaiswal Rimanshu Patel

.Leadership Leadership is the process of making other group members follow the leader without the use of force.

Theories of leadership • • • • Trait Theory Behavioral Theory Situational Theory Great Man Theory .

.BEHAVIORAL THEORY According to this theory a particular behavior of a leader provide a great satisfaction to the followers and hence they recognize him as a good leader. A leader uses conceptual human and technical skills to influence the behavior of his subordinates. The behavioral approach is based on effective role behavior. The behavioral theory concentrate on activities of leader to identify their behavioral pattern.

they can be learned and mastered by any person. leaders can be made and so it became a famous management leadership theory and practice. this theory meant that leaders are not born.After the trait theory. In the behaviour theory. . the researchers started exploring the behaviour of the leaders and made assumptions that the traits and the leadership qualities are not inherited. we need to assess a successful leader along with the actions of that particular leader. Thus.

development and problems. Also. The leader who has the concern of people as his priority will always strive for the betterment of his people or followers. in order to meet the desired objectives and goals. . this style of leadership reflects the characteristics of the leaders who aimed upon solving the problems of their followers and look after their needs. the concern of task style reflects the ability to organize people and arrange activities.Here are the four styles of leadership based on the behavioural theory: Concern for People As the name suggests. Concern of Task The leader with the concern of task is more focused on his achievements and level of productivity.

Participative Leadership Unlike directive leadership. the leader and his followers take a decision by sharing the view. . in participative leadership.Directive Leadership This leadership style includes the characteristics of leaders with the ability to be decisive and expect the followers to act according to his decision.

.Behavioural theory contd..

• The research was based on a questionnaire called ‘Leader Behavior Description Questionnaire’.THE OHIO STATE STUDIES • In 1945 researchers from various fields conducted studies on leadership at Ohio State university. The studies revealed that the people who scored high on both the dimensions were able to achieve higher performance as well as job satisfaction. Initiating Structure – Individual’s ability to define his own task as well as the subordinates tasks and also accomplish them in time. People who score high in this dimension put pressure on subordinates to meet deadlines and maintain certain level of performance. . 2. 1. • They narrowed down to two independent dimensions along which an individual’s leadership behavior could be studied. respects their ideas and feelings and establishes work relations which are characterized by mutual trust and respect. Consideration – This refers to the extent to which a leader cares for his subordinate.

The Managerial Grid by Robert R. . The FIVE managerial Grid styles are based on two fundamental concerns (concern for people and concern for results) are manifested at varying levels whenever people interact. Blake and Jane S. Mouton • The Managerial Grid defines FIVE basic styles that characterize workplace behaviour and the resulting relationships.

based on the concern for people and the concern for production: Impoverished style (Low Production / Low People) (1:1)  Description: A delegate-and-disappear management style. thoughtful attention to the needs of employees. but a low concern for production. There is little or no allowance for cooperation or collaboration. He hopes that this will increase performance. but not necessarily very productive. This inability results from fear that using such powers could destroy relationships with the other team members. dissatisfaction and disharmony due to lack of effective leadership. much will be lost through an high labour turnover.  Results in: Disorganization.  Results in: A usually friendly atmosphere.  Characteristics: The task-oriented manager is autocratic. . He pays much attention to the security and comfort of the employees.  Characteristics: The relationship-oriented manager has a high concern for people. Produce or Perish style OR Authoritarian style(High Production / Low People)(9:1)  Description: Authoritarian or compliance leader. and a low concern for people. main concern is not to be held responsible for any mistakes. A basically lazy approach. He provides his employees with money and expects performance back. He finds employee needs unimportant . avoids to get into trouble.  Results in: high output is achievable in the short term. He pressures his employees through rules and punishments to achieve the company goals. coercive and legitimate powers.  Characteristics: low concern for both people and production. The concept distinguishes 5 different leadership styles. has a high concern for production. Country Club style (Low Production / High People)(1:9)  Description: One-sided. He is almost incapable of employing the more punitive.

Motivation is high. He believes this is the most anyone can do. high production.  Results in: Team environment based on trust and respect.  Results in: Compromises in which neither the production nor the people needs are fully met.  Characteristics: The manager encourages teamwork and commitment among employees. (5:5)  Description: The manager tries to balance between the competing goals of the company and the needs of the workers.Middle-of-the-road style (Medium Production / Medium People). Team Management style (High Production / High People). hoping to achieve acceptable performance. and involving them in understanding organizational purpose and determining production needs.(9:9)  Description: The ultimate. .  Characteristics: The manager gives some concern to both people and production. The manager pays high concern to both people and production. as a result. which leads to high satisfaction and motivation and. This style emphasizes making employees feel part of the company-family.

9.1 (authoritarian) type style is more effective than a 9. • these studies fail to consider the situational factors that “influence success or failure”. Eg. Eg. In case of a platoon commander….. • Does not concentrate on traits of leaders…. . 9. Self –confidence.. There are some traits which makes leaders successful.LIMITATIONS….

‘THANK YOU’ SIR .REFERENCES  Class Notes  www.authorstream. but not the least I want to thanks AMITAVA SIR for his keen guidance and At  www.leadership.

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