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Industries

LEADERSHIP
THEORIES AND STYLE
 GREAT MAN THEORY

• The Great Man Theory asserts that leaders in general and great
leaders in particular are born and not made. Based on the theory,
leadership calls for certain qualities like charm, persuasiveness,
commanding personality, high degree of intuition, judgment,
courage, intelligence, aggressiveness and action orientation which
are of such a nature that they cannot be taught or learnt in a
formal sense.
 TRAIT THEORY
Similar in some ways to Great Man theory, trait theory
supposes that people inherit certain qualities and traits that
make them more appropriate to leadership. Trait theories
frequently recognize specific personality or behavioral
characteristics shared by leaders.
 TRAIT THEORY
• 1. Achievement drive - High level of effort, high levels of ambition, energy and initiative
• 2. Leadership motivation-an intense desire to lead others to reach shared goals
• 3. Honesty and integrity - trustworthy, reliable, and open
• 4. Self-confidence - Belief in one's self, ideas, and ability
• 5. Cognitive ability-Capable of exercising good judgment, strong analytical abilities, and
conceptually skilled
• 6. Knowledge of business-Knowledge of industry and other technical matters
• 7. Emotional Maturity-well adjusted, does not suffer from severe psychological disorders.
• 8. Others charisma, creativity and flexibility
 BLAKE AND MOUTON'S
MANAGERIAL GRID

Robert Blake and Jane Mouton (1960s) proposed a graphic portrayal of

leadership styles through a managerial grid (sometimes called
leadership grid). The grid depicted two dimensions of leader behavior,
concern for people (accommodating ple's needs and giving them
priority) on y-axis and concern for production (keeping tight schedules)
on x-axis, with each dimension ranging from low (1) to high (9), thus
creating 81 different positions in which the leader's style may fall.
 THE FIVE RESULTING LEADERSHIP STYLES
ARE AS FOLLOWS:
• 1. Impoverished Management (1, 1)- Managers with this approach are low on both the dimensions and exercise
least effort to get the work done from subordinates.
• 2. Task management (9, 1)- Also called dictatorial or perish style. Here leaders are more concerned about
production and have less concern for people. The style is based on theory X of McGregor.
• 3. Middle-of-the-Road (5, 5) This is fundamentally a compromising style wherein the leader tries to maintain a
balance between goals of company and the needs of people.
• 4. Country Club (1, 9)- This is a friendly style characterized by low task and high people orientation where the
leader gives sympathetic attention to the needs of people thus giving them with a friendly and comfy
environment.
• 5. Team Management (9, 9) - Characterized by high people and task focus, the style is based on the theory Y of
McGregor and has been termed as most effective style according to Blake and Mouton.
 HOUSE'S PATH GORL
THEORY

The theory was developed by Robert House and has its

roots in the expectancy theory of motivation. The theory is
based on the principle that an employee's perception of
expectancies between his effort and performance is greatly
affected by a leader's behavior.
 HOUSE'S PATH GORL
THEORY
1.Directive - Here the leader offers guidelines, lets subordinates know
what is expected of them, sets performance standards for them, and
controls behavior when performance standards are not met.
 HOUSE'S PATH GORL
THEORY
2.Supportive - The leader is friendly towards subordinates and displays
personal concern for their needs, welfare, and well-being. This style is
the same as people-oriented leadership.
 HOUSE'S PATH GORL
THEORY
3. Participative-The leader believes in group decision-making and
shares information with subordinates. He consults his subordinates on
important decisions related to work, task goals, and paths to resolve
goals.
 HOUSE'S PATH GORL
THEORY
4 .Achievement-oriented - The leader sets challenging goals and
encourages employees to reach their peak performance. The leader
believes that employees are responsible enough to accomplish
challenging goals. This is the same as goal-setting theory.
 LEADERSHIP-MEMBER
EXCHANGE (LMX) THEORY
Informal observation of leadership behavior suggests that leader's
action is not the same towards all subordinates. The importance of
potential differences in this respect is brought into sharp focus by
Graen's leader-member exchange model, also known as the vertical
dyad linkage theory.
The relationship between leaders and followers follows two
stages:
 LEADERSHIP-MEMBER
EXCHANGE (LMX) THEORY
1. Role taking-When a new member joins the organization, the leader
assesse the talent and abilities of the member and offers them opportunities
to demonstrate their capabilities.
2. Role making- An informal and unstructured negotiation on work-related
factors takes place between the leader and the member. A member who is
similar to the leader is more likely to succeed. A betrayal by the member at
this stage may result in him being relegated to the out-group
 TRANSFORMATIONAL
LEADERSHIP THEORY
Creating high-performance workforce has become increasingly
important and to do so business leaders must be able to inspire
organizational members to go beyond their task requirements. As a
result, new concepts of leadership have emerged-transformational
leadership being one of them.
 CONTINUUM OF
LEADERSHIP BEHAVIOR
The leadership continuum was originally written in 1958 by Tannenbaum
and Schmidt and was later updated in the year 1973. Their work suggests
a continuum of possible leadership behavior available to a manager and
along which many leadership styles may be placed. The continuum shows
a range of action related to the degree of authority used by the manager
and to the area of freedom available to non-managers in arriving at
decisions.
 LINERT'S MANAGEMENT
SYSTEM

Rensis Likert and his associates studied the patterns and

styles of managers for three decades at the University of
Michigan, USA, and identified a four- fold model of
management systems.
 HERSEY BLANCHARD
MODEL
According to this model, the leader has to match the
leadership style according to the readiness of subordinates
which moves in stage and has a cycle. Therefore, this theory
is also known as the life-cycle theory of leadership.