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Leadership

The document discusses various theories of leadership including trait theories, behavioral theories, contingency theories, and transformational leadership theories. It examines leadership styles and behaviors and how the effectiveness of leadership depends on situational factors.

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Lakshmana
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19 views

Leadership

The document discusses various theories of leadership including trait theories, behavioral theories, contingency theories, and transformational leadership theories. It examines leadership styles and behaviors and how the effectiveness of leadership depends on situational factors.

Uploaded by

Lakshmana
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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What is Leadership?

Leadership
The ability to influence a group towards the achievement of a vision or
set of goals.

Management
Use of authority inherent in designated formal rank to obtain
compliance from organizational members.

Not all leaders are managers, nor, are all managers leaders. Just because an
organization provides its managers with certain formal rights is no assurance they
will lead effectively.

Trait Theories

Traits Theories of Leadership


Theories that consider personality, social, physical, or
intellectual traits to differentiate leaders from non leaders.

Limitations:
• No universal traits found that predict leadership in all situations.
• Better predictor of the appearance of leadership than distinguishing effective
and ineffective leaders.

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Behavioral Theories

Behavioral Theories of Leadership


Theories proposing that specific behaviors differentiate
leaders from nonleaders.

Ohio State Studies

Identified two dimensions of leader behavior

Initiating Structure
The extent to which a leader is likely to define and structure his
or her role and those of sub-ordinates in the search for goal
attainment.

Consideration
The extent to which a leader is likely to have job relationships
characterized by mutual trust, respect for subordinate’s ideas, and
regard for their feelings.

2
University of Michigan Studies

Production-Oriented Leader
One who emphasizes technical or task aspects of the job.

Employee-Oriented Leader
Emphasizing interpersonal relations; taking a personal interest
in the needs of employees and accepting individual differences
among members.

The Managerial Grid (Blake and Mouton)

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Scandinavian Studies

Development-Oriented Leader
One who values experimentation, seeking new ideas, and generating
and implementing change.

In a changing world, effective leaders would exhibit development-


oriented behavior.

Contingency Theories
Approaches to isolating situational variables:
 the Fiedler model,
 the situational theory,
 the path–goal theory, and
 the leader-participation model.

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Fiedler’s Contingency Model

The theory that effective groups depend on a proper match


between a leader’s style of interacting with subordinates and the
degree to which the situation gives control and influence to the
leader.

Least Preferred Co-Worker (LPC) Questionnaire


An instrument that purports to measure whether a person is task- or
relationship-oriented.
High score: A relationship-oriented leadership style
Low score: A task-oriented leadership style

Findings from Fiedler Model

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Fiedler’s Cognitive Resource Theory

A theory of leadership that states that stress can unfavorably affect a


situation and that intelligence and experience can lessen the
influence of stress on the leader.

 Focuses on stress as the enemy of rationality and creator of


unfavorable conditions.
 A leader’s intelligence and experience influence his or her
reaction to that stress.

Fiedler’s Cognitive Resource Theory

Intelligence will be the key factor in low-stress situations where


leaders will draw more upon their past experiences in high-stress
situations.

Research Support:
• 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.

6
Hersey and Blanchard’s Situational
Leadership Theory
Situational Leadership Theory (SLT)
A contingency theory that focuses on followers’ readiness.

Follower Unwilling Willing


Readiness

Able

Leadership
Styles

Unable

The Path-Goal Theory


It is the leader’s job to assist followers in attaining their goals and to
provide them the necessary direction and/or support to ensure that
their goals are compatible with the overall objectives of the group or
organization.

7
Leader-Member Exchange Theory

Leaders create in-groups and out-groups, and subordinates with


in-group status will have higher performance ratings, less
turnover, and greater job satisfaction.

8
Leader-Participation Model (Vroom and Yetton)

Five decision-making styles:

Autocratic (A1): You use the information that you already have to make the
decision, without requiring any further input from your team.

Autocratic (A2): You consult your team to obtain specific information that you
need, and then you make the final decision.

Consultative (C1): You inform your team of the situation and ask for members'
opinions individually, but you don't bring the group together for a discussion. You
make the final decision.

Consultative (C2): You get your team together for a group discussion about the
issue and to seek their suggestions, but you still make the final decision by
yourself.

Collaborative (G2): You work with your team to reach a group consensus. Your role
is mostly facilitative, and you help team members to reach a decision that they all
agree on.

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 Charismatic Leadership

 Transformational Leadership

 Authentic Leadership

Key Characteristics of a Charismatic Leader

Vision and articulation


Personal risk
Sensitivity to follower needs
Unconventional behavior

Authentic Leadership

Authentic leaders have a conscious and well-developed sense of


values and act in ways that are consistent to their value systems.

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Transactional Leader
Contingent Reward

Management by Exception (active)

Management by Exception (passive)

Laissez-Faire

Transformational Leader
Idealized Influence

Inspirational Motivation

Intellectual Stimulation

Individualized Consideration

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