Presentation 1 | Leadership & Mentoring | Leadership

Welcome You All for a session on LEADERSHIP THEORIES

• Rishikesh Chakraborty • Sonal Jain

• Snehlata Saroj
• Laurence • Devendra Jain

• Girish Sakla

Trait Theory (1930)

Behavioral Theories (1940-50) Contingency Theories (1960-70) Leader-Member Exchange Theory(1970) Transformational Theory (1970-80) Substitutes for Leadership Theory (1970-90)

LEADERSHIP THEORIES

social. Leadership Traits: • Ambition and energy • The desire to lead • Honest and integrity • Self-confidence • Intelligence • High self-monitoring • Job-relevant knowledge . physical. or intellectual traits to differentiate leaders from non leaders.Traits Theories of Leadership (1930’s) Theories that consider personality.

TRAIT THEORY: TRAITS DOMINATING COOPERATIVE SELF CONFIDENT .

. not made. • Behavioural theory: Leadership traits can be taught. • Trait theory: Leaders are born.Behavioural Theories of Leadership This theory proposes that specific behaviour differentiate leaders from non leaders.

Managerial grid . Ohio state theory 2. Different Behavioural theories : 1. Michigan leadership studies 3.

recognizing subordinates accomplishments.  Consideration: It involves showing concern for subordinates. organizing. .Two major classes of leader behaviour given by Ohio State Studies are :  Initiating structure: It involves planning. and providing for subordinates welfare. being supportive. and coordinating the work of subordinates.

.Two general leadership behaviours given by this theory are:  Employee Orientation :show genuine concern for interpersonal relations  Production Orientation : focus on the task or technical aspects of the job.

  Developed by Robert Blake and Jane Mouton Combines "concern for production" with "concern for people" and presents five alternative behavioural styles of leadership .

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1 Impoverished Management Exertion of minimum effort to get required work done is appropriate to sustain organization membership 9.5 Organization Man Management Adequate organization performance possible through balancing the necessity to get out work with maintaining morale of the people at a satisfactory level 3 2 Low 1 1.9 Country club management Thoughtful attention needs of people for satisfying relationships leads to A comfortable.1 Authority-Obedience Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimal degree 5 6 7 8 9 1 2 3 4 Low Concern for production High .9 Team management Work accomplishment is from committed people.High 9 8 1. friendly organization atmosphere and work tempo Concern for people 9. interdependence through a “common stake” in organization purpose leads to relationship of trust and respect 7 6 5 4 5.

 This approach assumes that good leadership is a function of the interplay of the person. Path-Goal Theory. the person’s behaviour and the situation. Vroom-Yetton-Jago decision-making model. .  Four contingency theories are     Fiedler's contingency theory. Situational Leadership Theory.

 The theory suggests that the "favourability" of the situation determines the effectiveness of task.and person-oriented leader behaviour. Specifies how situational factors interact with leader traits and behaviour to influence leadership effectiveness. .

 The theory includes four different leader behaviours. and achievementoriented leadership . participative leadership. supportive leadership. which include directive leadership. Proposes that subordinates' characteristics and characteristics of the work environment determine which behaviour of leader will be more effective.

 Focuses primarily on the degree of subordinate participation that is appropriate in different situations  It emphasizes the decision-making style of the leader which are labelled AI. . and G. CI. CII. AII.

. Suggests that the key contingency factor affecting leaders' choice of leadership style is the task-related maturity of the subordinates.

one-on-one relationship between leaders and individual subordinates.  LMX theory suggests that high-quality relationship between a leader-subordinate dyad will lead to positive outcomes such as better performance . Emphasizes .

and consideration  Bass's transformational leadership theory identifies . which include charisma. Transformational leadership theory differentiates between the transactional and the transformational leader four aspects of effective leadership. intellectual stimulation. inspiration.

 Suggests that characteristics of the organization. and subordinates may substitute for or negate the effects of leadership. the task.  Has generated a considerable amount of interest because it offers an intuitively appealing explanation for why leader behaviour impacts subordinates in some situations but not in others. .

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