THEORIES OF LEADERSHIP

⦿Traits theory
⦿Behavioral theory
◼Lewin Studies
◼Ohio State Studies
◼Michigan Studies
⦿Contingency Theory
⦿Style leadership
 TRAIT THEORIES
⦿Is there a set of characteristics
that determine a good leader?
◼Personality?
◼Dominance and personal presence?
◼Self confidence?
◼Achievement?
◼Ability to formulate a clear vision?
TRAIT THEORIES

Traits Theories of
Leadership Leadership Traits:
⦿Ambition and energy
Theories that consider
personality, social,
⦿ The desire to lead
physical, or intellectual ⦿Honest and integrity
traits to differentiate ⦿Self-confidence
leaders from non leaders. ⦿Intelligence
⦿High self-monitoring
⦿Job-relevant
knowledge
BEHAVIOURAL THEORIES
⦿Imply that leaders can be trained – focus on
the way of doing things.
⦿LEWIN STUDIES:Conducted by Kurt Lewin.
◼Identified three basic styles: autocratic,
democratic and laissez faire.

• Trait theory:
Leaders are born, not made.
• Behavioral theory:
Leadership traits can be taught.
BEHAVIOURAL THEORIES (CONTD.)
⦿Ohio State Studies: The study suggested that there
were two important underlying dimensions of leader
behaviors:
◼Initiating Structure: The extent to which a leader is
likely to define and structure his or her role and those
of sub-ordinates in the search for goal attainment.
◼Consideration: The extent to which a leader is likely
to have job relationships characterized by mutual
trust, respect for subordinate’s ideas, and regard for
their feelings.
⦿Michigan Studies: two types of leadership were
identified:
◼Employee-Oriented Leader: Emphasizing
interpersonal relations; taking a personal interest in
the needs of employees and accepting individual
differences among members.
◼Production-Oriented Leader: One who emphasizes
technical or task aspects of the job.
CONTINGENCY THEORIES OF LEADERSHIP
⦿Assumptions
◼ The leader's ability to lead is contingent upon various situational factors,
including the leader's preferred style, the capabilities and behaviors of
followers and also various other situational factors.
⦿Description
◼ Contingency theories are a class of behavioral theory that contend that:
🞆 there is no one best way of leading,
🞆 a leadership style that is effective in some situations may not be
successful in others.
⦿Discussion
🞆 Contingency theory is similar to situational theory in that there is an
assumption of no simple one right way. The main difference is that
situational theory tends to focus more on the behaviors that the leader
should adopt, given situational factors (often about follower behavior),
whereas contingency theory takes a broader view that includes
contingent factors about leader capability and other variables within the
situation.
MAJOR CONTINGENCY MODELS
OF LEADERSHIP ARE:
1. Fiedler’s model of leadership situation
2. Situational leadership- Hershey & Blanchard
3. Path- Goal Theory- House
4. Normative leadership model- Vroom
FIEDLER CONTINGENCY MODEL
⦿Effective groups depend upon a proper match
between a leader's style of interacting with
subordinates and the degree to which the situation
gives control and influence to the leader
⦿LPC measures task- or relationship-oriented
leadership style ( measures the rating given by
leaders about the person with whom they could
work least well).
Least Preferred Co-Worker (LPC)
Questionnaire
An instrument that purports to
measure whether a person is
task- or relationship-oriented.
 FIEDLER CONTINGENCY MODEL (CONTD.)
⦿Examples of items in the LPC scale are
pleasant/unpleasant, friendly/unfriendly,
helpful/frustrating, distant/close, boring/ interesting
etc.
⦿Each item is given a single ranking of between one &
eight points, with eight points indicating the most
favorable rating.
⦿The LPC score is the sum of the numerical ratings on all
the items for the least preferred co-worker.
⦿The leader with a high LPC score derived more
satisfaction from interpersonal relationships.
FIEDLER-FAVORABILITY OF
LEADERSHIP SITUATION
⦿After the individual's basic leadership
style has been assessed through the LPC,
it is necessary to match the leader with
the situation
◼Leader member relations -the degree of
confidence, trust, and respect subordinates have
on their leader
◼Task structure -the degree to which task
assignments are procedurized.
◼Position power -influence derived from one's
formal structural position in the organization.
HERSEY AND BLANCHARD’S SITUATIONAL LEADERSHIP
THEORY
⦿Readiness( R) is divided into a continuum of four levels:
◼R1:low follower readiness-refers to followers who are
both unable and unwilling, who lack commitment and
motivation.
◼R2:low to moderate follower readiness-refers to
followers who are unable but willing, who lack ability
but are motivated to make an effort.
◼R3:moderate to high follower readiness-refers to
followers who are able but unwilling, who have the
ability to perform but are unwilling to apply their
ability.
◼R4:high follower readiness- refers to followers who
are both able and willing, who have the ability and
commitment to perform.
SITUATIONAL LEADERSHIP MODEL
⦿DELEGATING: share ideas and facilitate in making
decisions.
⦿PARTICIPATING: emphasizes a high amount of two-
way communication and supportive behavior but low
amounts of guidance.
⦿SELLING: emphasizes high amounts of both directive
(task) and relationship behaviors.
⦿TELLING: emphasizes high amounts of guidance (task
behavior) but limited supportive behavior.
SITUATIONAL LEADERSHIP MODEL
⦿APPLICATION TO WORKPLACE
◼Key to using situational leadership is that any leader
behavior may be more or less effective according to the
readiness of the person the leader is attempting to
influence.

◼The model draws attention to the importance of

developing the ability, confidence and commitment of
subordinates.
PATH-GOAL THEORY
Path-Goal Theory
The theory that it is the leader’s
job to assist followers in attaining
their goals and to provide them
the necessary direction and/or
support to ensure that their goals
are compatible with the overall
objectives of the group or
organization.
 PATH GOAL THEORY- BY HOUSE
⦿ASSUMPTION
◼The individual’s motivation is dependent upon expectations
that increased effort to achieve an improved level of
performance will be successful,
◼and expectations that improved performance will be
instrumental in obtaining positive rewards and obtaining
negative outcomes.
◼The performance of subordinates is affected by the extent
to which the manager satisfies their expectations.
 PATH GOAL THEORY (CONTD.)
⦿House identifies four main types of leadership behavior:
DIRECTIVE LEADERSHIP:
Letting subordinates
know exactly what is
expected of them and giving
specific directions
SUPPORTIVE LEADERSHIP:
Friendly and approachable
manner and displaying concern
for the needs and welfare of
PARTICIPATIVE LEADERSHIP:
subordinates. Consulting with subordinates
and
the evaluation of their
opinions
and suggestions before the
ACHIEVEMENT- ORIENTED
manager LEADERSHIP: setting Challenging
makes the decision.goals for Subordinates, seeking
Improvement in their
performance and
Showing confidence in
 LEADER-PARTICIPATION MODEL
Leader-Participation Model (Vroom and Yetton)
A leadership theory that provides a set of rules to
determine the form and amount of participative decision
making in different situations.

Based on three aspects of a leader’s

decisions:
✔DECISION QUALITY: effect that the
decision has on group performance.
✔DECISION ACCEPTANCE: motivation &
Commitment of group members in
implementing the decision.
✔TIME REQUIRED to make the decision.
 FUNCTIONAL LEADERSHIP MODEL
⦿In the functional leadership model, one conceives of
leadership not as a person but rather as a set of behaviors that
help a group perform their task or reach their goal. The model
says that the leadership function meets needs in areas:
◼ Task
◼ Team
◼ Individuals
THEORIES OF LEADERSHIP
⦿Invitational Leadership:
◼Improving the atmosphere and message sent
out by the organisation
◼Focus on reducing negative messages
sent out through the everyday actions of the
business both externally and, crucially,
internally
◼Review internal processes to reduce these
◼Build relationships and sense of belonging and
identity with the organisation –
that gets communicated to customers, etc.
THEORIES OF LEADERSHIP
⦿Transactional Theories:
◼Focus on the management
of the organisation
◼Focus on procedures and efficiency
◼Focus on working to rules
and contracts
◼Managing current issues
and problems
⦿ TASK FUNCTIONS involve:
◼ Achieving the objectives of the work group.
◼ Defining group tasks
◼ Planning the work
◼ Allocation of resources
◼ Organization of duties & responsibilities
◼ Controlling quality & checking performance
◼ Reviewing progress
⦿ TEAM FUNCTIONS involve:
◼ Maintaining morale & building team spirit
◼ Cohesiveness of the group as a working unit
◼ Setting standards & maintaining discipline
◼ Systems of communication within the group
◼ Training the group
◼ Appointment of sub-leaders
⦿ INDIVIDUAL FUNCTIONS involve:
◼ Meeting the needs of individual members of the group
◼ Attending to personal problems
◼ Giving praise and status
◼ Reconciling conflicts between group needs & needs of the individual
◼ Training the individual