Leadership Theories

Definition of Leadership
A leader may be defined as a person who establishes vision, sets goals, motivates people and obtains their commitment to achieve the goals and realize the vision.

The Theories of Leadership

Trait Theory Group & Exchange Theory Contingency Theory Path-Goal Theory

Trait Theory
Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from nonleaders Trait theory is the idea that people are born with certain character traits or qualities. It assumes that if you could identify people with the correct traits, you will be able to identify leaders and people with leadership potential.

 Traits that are generally associated with good leaders -: Honest Extraversion Inspiring Openness Forward-Looking Competent Intelligent

Group & Exchange Theory

Process that is centered on the interactions between leaders and followers, different from other leadership theories. Relationship between leader and follower is the focal point of the leadership process. The theory makes every subordinate (follower) feel part of the in-group, in turn avoids the inequities and negative implications of being in an out-group. Leadership making promotes building partnerships and can benefit goals and process.

Vertical Dyad Linkage Model

Researchers focused on the linkage between the leader and the subordinates. The leader's relationship to the group was view through a series of the individual dyadic relationships. The researchers found two types of linkages, termed the in-group and the out-group. The in-group is characterized by expanded role responsibilities and benefits. While the out-group relationship is based on a transactional model of the employment contract.

Contingency Theory
This is a leader match theory because it tries to match leaders to appropriate situations A leaders effectiveness depends on how well the leaders style fits the context The theory was developed by studying the styles of leaders in situations and whether they were effective (primarily in military organizations) Concerned with styles and situations

Contingency Theory May depend on

Type of staff History of the business Culture of the business Quality of the relationships Nature of the changes needed Accepted norms within the institution

Fielders Model
Leader-Member Relations The degree of confidence, trust, and respect subordinates have in their leader. Task Structure The degree to which the job assignments are procedurized. Position Power Influence derived from ones formal structural position in the organization; includes power to hire, fire, discipline, promote, and give salary increases.

Research Support For Contingency Model

There is no universal or one best way to manage The design of an organization and its subsystems must 'fit' with the environment Effective organizations not only have a proper 'fit' with the environment but also between its subsystems The needs of an organization are better satisfied when it is properly designed and the management style is appropriate both to the tasks undertaken and the nature of the work group.

Critical Analysis On The Fielders Contingency Model

The contingency theory allows for predicting the characteristics of the appropriate situations for effectiveness. Leader-Member Relations, referring to the degree of mutual trust, respect and confidence between the leader and the subordinates. Task Structure, referring to the extent to which group tasks are clear and structured. Leader Position Power, referring to the power inherent in the leader's position itself.

Application Of Fielders Work

It suggests that it is important to recognize the existence of in-groups & out-groups within an organization Significant differences in how goals are accomplished using in-groups vs. out-groups Relevant differences in in-group vs. out-group behaviors

Fielders Contingency Theory In Perspective

Leader forms special relationships with all subordinates Leader should offer each subordinate an opportunity for new roles/responsibilities Leader should nurture high-quality exchanges with all subordinates Rather than concentrating on differences, leader focuses on ways to build trust & respect with all subordinates resulting in entire work group becoming an in-group

Cognitive Research Theory

A theory of leadership that states that the level of stress in a situation is what impacts whether a leaders intelligence or experience will be more effective Less intelligent individuals perform better in leadership roles under high stress than do more intelligent individuals. Less experienced people perform better in leadership roles under low stress than do more experienced people.

Path-Goal Theory
Path Goal theory is about how leaders motivate subordinates to accomplish designated goals The stated goal of leadership is to enhance employee performance and employee satisfaction by focusing on employee motivation Emphasizes the relationship between the leaders style and characteristics of the subordinates and the work setting The leader must use a style that best meets the subordinates motivational needs

Path-Goal Theory

Leadership Behaviors
Directive leadership leader gives instructions, expectations, time lines, and performance standards Supportive Leadership- leader is friendly and approachable, attends to the well being of subordinates, and treats everyone as equals Participative Leadership- leader invites subordinates to give ideas, share opinions and integrates their suggestions into the decision making process Achievement-Oriented Leadership- leader challenges subordinates to perform at the highest level possible. Leader has high standards of excellence and seeks continuous improvement.

 BY PARSHU