Interpersonal

Leadership
Approaches
Interpersonal Perspective

Dyad and group level conceptualizations

The exchange relationship between the leader
and the followers
The process of influencing people
Leader: the person exercising influence
Follower: the person who is thus being
influenced
Interpersonal Leadership Approaches

Behaviour and style approach

Situational approach
Contingency approach
Path–goal theory
Leader-member exchange theory
Team leadership approach
Concept of Behaviour/Style Approach

Focus on the patterns of behaviours towards

subordinates in various contexts: the way in which the
leader influences followers
Behaviours into two basic categories:
 Directive/task behaviours facilitating goal
achievement and
 Supportive/relationships behaviours making
comfortable with themselves, with each other and
with the situations.
Explanation of how leaders combine these behaviours to
influence subordinates in their efforts to reach a goal
Leadership Behaviour/Style

Ohio state leadership studies

Effective leadership behaviour & subordinates’ satisfaction & performance
 Consideration and
 Initiating Structure

The Michigan leadership studies

Leader’s behaviour contribution to effective group performance
• Four categories of leadership behaviour related to effective group
performance: goal emphasis, work facilitation, leader support and
interactional facilitation
• Identified two leadership behaviour dimensions:
 task centered and
 employee centered
Leadership Behaviour/Style

The University of IOWA Studies

 Autocratic (Directive)
 Democratic (Participative)
 Laissez-faire (Delegative)

Blake and Moulton Leadership Grid

Impoverished Style (1, 1)
Authoritarian Style (9, 1)
Middle of the road management (5,5)
Country Club Style (1, 9)
Team Style (9, 9)
 Strengths and Weaknesses

Strengths
Broadened understanding of leadership scope.
Extensive research works.
Identification of cores of leadership behaviours.

Criticisms
Contradictory and inconclusive research findings
about association between styles and performance.
Not found universal style: high- high style not
applicable across all situations.