LEADERSHIP THEORIES

EARLY LEADERSHIP THEORIES:

 The early leadership theories focused on leader and interaction of leader with
group members.
1. Trait theories (Physical stature, Appearance, Social class,
Emotional stability, Fluency of speech and
Sociability)
2. Behavioral theories (University of Lowa, Ohio State,
University of Michigan, Managerial
Grid)
EARLY LEADERSHIP THEORIES:

1. Trait theories:
 Research focused on identifying personal characteristics that differentiated
leaders from non-leaders was unsuccessful.
 Later research on the leadership process identified seven traits associated
with successful leadership.
 Drive, the desire to lead, honesty and integrity, self-confidence, intelligence,
job-relevant knowledge, and extraversion.
EARLY LEADERSHIP THEORIES:

1. Trait theories:
 Drive
EARLY LEADERSHIP THEORIES:

1. Trait theories:
 Desire to lead
EARLY LEADERSHIP THEORIES:

1. Trait theories:
 Honesty and integrity
EARLY LEADERSHIP THEORIES:

1. Trait theories:
 Self confidence
EARLY LEADERSHIP THEORIES:

1. Trait theories:
 Intelligence
EARLY LEADERSHIP THEORIES:

1. Trait theories:
 Job relevant skills
EARLY LEADERSHIP THEORIES:

1. Trait theories:
 Extraversion
EARLY LEADERSHIP THEORIES:

2. Behavioral theories:
EARLY LEADERSHIP THEORIES:

2. Behavioral theories:
EARLY LEADERSHIP THEORIES:

2. Behavioral theories:
CONTINGENCY LEADERSHIP THEORIES:

1. Fiedler Model:
 Proposed that effective group performance depended on properly matching
leader’s style and situation.
 Fiedler developed Least – Preferred Coworker (LPC) questionnaire.
 On the basis of 18 pairs of contrasting adjectives respondents were asked to
rate their leader on the scale between 1 to 8.
 Relationship oriented – if he/she scores 64 or above.
 Task oriented – if he/she or scores 57 or less.
 Leaders can’t change their style based on situation.
CONTINGENCY LEADERSHIP THEORIES:

1. Fiedler Model:
Unfriendly 1 2 3 4 5 6 7 8 Friendly
Unpleasant 1 2 3 4 5 6 7 8 Pleasant
Rejecting 1 2 3 4 5 6 7 8 Accepting
Tense 1 2 3 4 5 6 7 8 Relaxed
Cold 1 2 3 4 5 6 7 8 Warm
Boring 1 2 3 4 5 6 7 8 Interesting
Backbiting (backstabbing) 1 2 3 4 5 6 7 8 Loyal
Uncooperative 1 2 3 4 5 6 7 8 Cooperative
Hostile (aggressive) 1 2 3 4 5 6 7 8 Supportive
Guarded (non-committal) 1 2 3 4 5 6 7 8 Open
Insincere 1 2 3 4 5 6 7 8 Sincere
Unkind 1 2 3 4 5 6 7 8 Kind
Inconsiderate (selfish) 1 2 3 4 5 6 7 8 Considerate
Untrustworthy (dishonest) 1 2 3 4 5 6 7 8 Trustworthy
Gloomy (without hope) 1 2 3 4 5 6 7 8 Cheerful
Quarrelsome (argues) 1 2 3 4 5 6 7 8 Harmonious
CONTINGENCY LEADERSHIP THEORIES:

1. Fiedler Model:
CONTINGENCY LEADERSHIP THEORIES:

2. Hersey and Blanchard’s Situational Leadership Theory:

 Successful leadership depends on followers’ readiness.
 Acceptance: leadership effectiveness depends on whether followers accept or
reject a leader.
 Readiness: the extent to which followers have the ability and willingness to
accomplish a specific task.
CONTINGENCY LEADERSHIP THEORIES:

2. Hersey and Blanchard’s Situational Leadership Theory:

Leadership Styles:

1. Telling: high task-low relationship leadership

2. Selling: high task-high relationship leadership

3. Participating: low task-high relationship leadership

4. Delegating: low task-low relationship leadership

CONTINGENCY LEADERSHIP THEORIES:

2. Hersey and Blanchard’s Situational Leadership Theory:

Stages of followers readiness:

1. R1: followers are unable and unwilling

2. R2: followers are unable but willing

3. R3: followers are able but unwilling

4. R4: followers are able and willing

CONTINGENCY LEADERSHIP THEORIES:

3. Path – goal theory:

 Most respected approach, proposed by Robert House.
 States that leader’s job is to assist followers and to guide the pathway for
them.
CONTINGENCY LEADERSHIP THEORIES:

3. Path – goal theory:

Four leadership behaviors are:

1. Directive leader: Gives guidance, make subordinates to understand what is

expected.

2. Supportive leader: Shows concern for subordinates needs.

3. Participative leader: Consults with subordinates before decision making.

4. Achievement oriented leader: Sets challenging goals and extract work from
subordinates.

Note: Assumed that leadership styles are flexible.

CONTINGENCY LEADERSHIP THEORIES:

3. Path – goal theory:

CONTINGENCY LEADERSHIP THEORIES:

3. Path – goal theory: