LEADERSHIP

STYLES
&
THEORIES
CHAPTER II
2.1 LEADERSHIP
STYLES
 1. Autocratic leadership style

• An autocratic leader is one who

takes all the decisions himself
without consulting his subordinates.
• He decides policies for the group
without consulting the group and
also asks the group to take steps as
per policies determined by him.
• Two types:
• Strict Autocrat: relies on
negative influences
(Imposing penalty,
criticizing subordinates) .
• Benevolent autocrat:

• Uses a positive motivation style.

• He disperses rewards to his
group.( higher productivity).
 2.Democratic or Participative
Leadership Style.
• Decisions in consultation

• Decentralization of authority
• Participative planning,

• Two-way communication,.
• This style of leadership is usually
adopted by the chief executive of
a business enterprise while
discussing major organizational
objectives, strategies and policies
with departmental managers.
 3. Laissez faire or free-rein
style
• [Pronunciation: lesei fei ]

• The leader leaves it to the

subordinates to decide and
control themselves
• Believes that they are
competent and motivated.
• He does not interfere in the
activities of his subordinates.
• He believes that people will perform
better if they are left free to make
and enforce their own decisions.
• Using Fields: sports, educational
institution
 4. Paternalistic
leadership style
• The leader plays a ‘father-like’ role

towards his followers and takes

care of their problems, the way a

father does for his family.

• A paternalistic leadership is
characterized primarily by loyalty of
followers in a warm and cohesive
setting.

• The leader is much concerned with the

well being of his followers and comes to
their rescue ever so often.
• He believes in the philosophy
‘work hard and I will take care
of you’.
• It is one of the fundamental
characteristics of the Japanese
management system.
2.2 LEADERSHIP
THEORIES
 BROAD CATEGORIES-
PROPOUNDED OVER TIME

1. Trait theory of 1930,

2. Behavioural Theory of 1940-

50,

3. Contingency Theory 1960-70,

4. Transformational Theory
1980.
 2.2.1 Great Man Theory
• Of 19th Century
• Some people believe that leaders
are born and not made.

• Thomas Carlyle (PRON. KHARLAIL)

believed that effective leaders were
a package of Godly motivation and
the right personality.
• Assumption: leadership qualities are in-
born or god-given
• Example: great leaders like
• Subhash Chandrabose, The freedom
fighter
• Churchill, and
• Nelson Mandela.
• Dirubai Ambani - Reliance India

• It was presumed that Mukesh

Ambani, his son, inherited the
qualities of his father i.e
leadership qualities were
carried through the genes.
 BROAD CATEGORIES-
PROPOUNDED OVER TIME

1. Trait theory of 1930,

2. Behavioural Theory of 1940-

50,

3. Contingency Theory 1960-70,

4. Transformational Theory
1980.
 2.2.2 Trait Theory
• According to this theory, successful
leadership depends on:
• certain traits or qualities possessed by a
leader,
• some of such traits are inborn and some
traits could be acquired by a person by
education, training and experience.
• Various leadership traits:
General qualities,
• technical qualities,
managerial qualities and
psychological qualities.
• Traits are distinctive
characteristics that distinguish
leaders from non-leaders
• -Physical characteristics (height,
appearance)
• - Personality characteristics
(extrovert)
• -Skills and abilities (Knowledge,
intelligence)
• -Social factors (interpersonal skills)
• -Motivation and Self confidence

• -Human relations & Oral communication

skills
• -Resistance to stress -Creativity
2.2.3 Behavioral Leadership
Theory
• Kurt Lewin from University of Iowa has studied

• autocratic,

• democratic and

• laissez-faire leadership styles

• to measure quantity and quality of work and

group satisfaction.
 The results
• Laissez-faire leaders under
performed;
• Autocratic and democratic leaders
exhibited same quantity of work,
• But democratic leaders exhibited
higher quality of work and group
satisfaction.
• Rensis Likert from University of
Michigan
• classified leaders as

A. Job-centred and

B. Employee-centred.
• The results on the next slide:
Job-centered Employee-centered

-Structure the jobs of -Build effective work groups

subordinates dedicated to high
performance goals
-Closely supervise -Focus on the human
aspects of subordinates
-Use incentives to increase -Specify and communicate
production objectives, but give
considerable freedom in the
-Determine standard rates of means for their achievement
production
 2.2.4 Contingency Leadership
Theory
• As studied earlier,

• Trait Theory is not conclusive and

• behavioural approach to leadership

depends largely on the nature and content

of the work and prevailing organizational

culture.
• Researchers therefore began trying

to identify those factors in each

situation that influence the

effectiveness of a particular

leadership style.
• Contingency approach to
leadership is therefore
important.
• The theory focuses on the
factors that follow: [Next
Slide]
• (a) Task requirements
• (b) Peer’s expectations and
behaviour
• (c) Employees’ characteristics,
expectations and behaviour
• (d) Organizational culture and
policies
 FRED FIEDLER’S CONTINGENCY
APPROACH TO LEADERSHIP 1964

CRITICAL DIMENSIONS OF LEADERSHIP

1. POSITION POWER:
• The extent to which the leader has
authority to assess followers’
performance and give reward or
punishment and not of personal traits and
expertise
2. TASK STRUCTURE:

• Tasks clearly spelt out,

responsibility fixed
• These give leader, power
continued
3. LEADER MEMBER RELATIONS:

• Most important factor acc. to

Fiedler

• Under this factor:

Members like the leader, trust and
follow the leader

• The first two types of powers are

organization-based. 17 - 33
TWO MAJOR STYLES EMERGE FROM
THE ABOVE SITUATIONS

1. TASK-ORIENTED STYLE
The first two types of powers mentioned
earlier are organization-based.

2. RELATIONSHIP-ORIENTED STYLE

1. Leaders Gain Satisfaction From Seeing

Tasks Performed 17 - 34
2. Achieving good
interpersonal relations and
attaining a position of
personal prominence:
The extent to which the
leader has the support and
loyalties of followers and
relations with them are
friendly and cooperative.
This style fits where leader’s
traits and tastes match those
of the members and task
structure is not well defined.
 FIEDLER’S
CONTINGENCY THEORY

• Based on “Least Preferred

Co-worker” LPC.
• -High LPC is Considerate

(Always thinking of what other

people need or want, and being

careful not to upset them)

• -Low LPC is Directive (An official

order or instruction to do something)

• Based on Situational Favorability:

Leader-Member Relations, Position

Power, Task Structure.

Tannenbaum and Schmidt’s
Leadership Continuum

Copyright © Houghton 17 - 41
Mifflin Company. All rights
 The Path-Goal Framework
1971 BY ROBERT HOUSE
Subordinates’
Personal Leader Behavior
• Directive Environmental
Characteristics Characteristics
• Perceived ability • Supportive
• Task structure
• Locus of control • Participative
• Authority system
• Need for achievement • Achievement
• Experience • Work group
oriented
• Need for clarity

Subordinates’ motivation to perform

 2.3TRANSACTIONAL
ANDTRANSFORMATIONAL LEADERSHIP

Transactional Transformational
Leaders Leaders
Leaders who guide
or motivate their Inspire
followers in the
direction of followers to
established goals by
clarifying role and transcend their
task requirements.
self interest
1 Contingent Reward Individualized
(Promises rewards consideration (Gives
for good personal attention,
performance, treats each employee
recognizes individually & advises)
accomplishments)

2 Management by Inspirational motivation

Exception (active) (expresses important
(Watches and purposes in simple
searches for ways)
deviations from
rules and standards,
 `
3
Management by Idealized influence
Exception (Provides vision and
(passive) (Involves sense of mission,
only if standards gains respect and
are not met) trust)

4
Laissez-Faire Intellectual
(Abdicates stimulation
(Promotes
responsibilities,
intelligence,
avoids making
rationality and
decisions)
NEXT THEORY
 Leader - Member Exchange [LMX]
THEORY, Dansereau, Graen &
Haga (1975)

• Leadership as a process that is

centered on the interactions

between a leader and

subordinates
 In-Group & Out-Group Subordinates

In-Group
– more information,
S influence, confidence &
S
concern from Leader
Out-Group In-Group – more dependable,
highly involved &
Leader S
communicative than
S out-group
S
S S
S
S S  Out-Group
– less compatible with
S S Leader
– usually just come to
S Subordinate work, do their job &
go home
 The
Leader-
ship
Grid

Copyright ©
Houghton Mifflin
Company. All
rights reserved.
17 - 49
 2.4 LEADERSHIP SKILLS
AND COMPETENCIES
1. Personal capabilities

2. Interpersonal capabilities

3. Cognitive capabilities

4. Skills & Knowledge

1. Personal capabilities

• -Being true to one’s personal values

& ethics
• -Remaining calm under pressure or
when things take an unexpected
turn
• -Understanding one’s personal
strengths & limitations
• -Energy & Passion
• -Admitting to & learning from one’s
errors
 2. Interpersonal capabilities

• -Being transparent & honest in

dealings with others
• -Empathising and working
productively with staff and
other key players from a wide
range of backgrounds
3. Cognitive capabilities
• -Identifying from a mass of
information the core issue or
opportunity in any situation
• -Making sense of and
learning from experience
• -Thinking creatively & laterally

• -Diagnosing the underlying

causes of a problem & taking

appropriate action to address it

4. Skills & Knowledge

• -Being able to organise one’s

work & manage time

effectively
• 2.5 GOOD Vs.

• BAD LEADERSHIP

• Students to browse and find.

THANK YOU