LEADERSHIP THEORIES

AFTER THIS PRESENTATION WE WILL ABLE TO

KNOW SOMETHING ABOUT:

 LEADERSHIP
 TRAIT THEORIES

 BEHAVIORAL THEORIES

 CONTINGENCY THEORIES

 LEADER -MEMBER EXCHANGE THEORIES

 SITUATIONAL THEORIES

 DECISION THEORIES
 LEADERSHIP
 The ability to influence a group or individual
toward the achievement of a vision or set of
goal.
 TRAIT THEORIES
 It basically differentiate leaders from non-leaders by
focusing on their personal qualities and
characteristics.
Some common traits are:-
 Ambition and energy

 The desire to lead

 Honesty and integrity

 Self-confidence

 Intelligence

 High self-monitoring and

 Job-relevant knowledge
SUMMARY
 It basically helps in the emergence of a leader. But it
was very difficult to say that he/she works effectively.
 Leaders born with the qualities by which people use to
predict them, it can’t be taught.
 They were fail to lead in different situations.

So, in the search of effective leaders behavioral

studies of people started and it changes the beliefs
and reached us to the conclusion that we can make
effective leaders for us.
 BEHAVIORAL THEORIES
 Theories proposing that specific behaviors
differentiate leader from nonleaders.
• Trait theory:
Leaders are born, not made.
• Behavioral theory:
Leadership traits can be taught.
 OHIO STATE STUDIES
Initiating structure consideration

 The extent to which a  The extent to which

leader is likely to a leader is likely to
define and structure have job
his or her role and relationships
those of sub-ordinates characterized by
in the search for goal mutual trust,
attainment. respect for
subordinate’s ideas,
and regard for their
feelings.
 UNIVERSITY OF MICHIGAN STUDIES

Employee-Oriented Leader Production-Oriented Leader

 Emphasizing interpersonal  One who emphasizes

relations; taking a technical or task
personal interest in the aspects of the job.
needs of employees and
accepting individual
differences among
members.
MANAGERIAL GRID

The Managerial
Grid
(Blake and
Mouton)
SUMMARY OF TRAIT THEORIES AND
BEHAVIORAL THEORIES
 Leaders who have certain traits and who
display consideration and structuring
behaviors, do appear to be more
effective.

 Trait
theories and behavioral theories
should be integrated.

 Some leaders may have the right traits or

display right behaviors and still fail
 CONTINGENCY THEORIES
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.
FIEDLER’S MODEL: DEFINING THE
SITUATION

Leader-Member Relations d
Theegree 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 one’s formal structural
position in the organization; includes power to
hire, fire, discipline, promote, and give salary
increases.
FINDINGS FROM FIEDLER
MODEL
 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.

Research
ResearchSupport
Support: :
••Less
Lessintelligent
intelligentindividuals
individualsperform
performbetter
betterin
in
leadership
leadershiproles
rolesunder
underhigh
highstress
stressthan
thando
domore
more
intelligent
intelligentindividuals.
individuals.
••Less
Lessexperienced
experiencedpeople
peopleperform
performbetter
betterin
inleadership
leadership
roles
rolesunder
underlow
lowstress
stressthan
thando
domore
moreexperienced
experienced
people.
people.
 PATH-GOAL THEORY

The theory that 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.
THE PATH-GOAL THEORY
LEADER-MEMBER EXCHANGE THEORY
(LMX)

The leader-member exchange theory of

leadership focuses on the two-way
relationship between supervisors and
subordinates

leader-member exchange focuses on

increasing organizational success by
creating positive relations between the
leader and subordinate.
 The leader-member exchange theory
argue that, because of time pressures,
leaders establish a special relationship
with small group of there followers. These
individuals make up in-group and other
follower fall in the out-group.
 The in group member are trusted, get
more leader attention, and are more likely
to receive special privilege.
 On the other hand out group member get
less of the leader time, get fewer of the
preferred rewards.
 Thequality of the LMX relationship varies. It is
better when the challenge of the job is extremely
high or extremely low.

 Thetheory can also work upwards as well. The

leader can gain power by being a member of his
or her manager's inner circle, which the leader
can then share with subordinates.
SITUATIONAL LEADERSHIP THEORY
BY-PAUL HERSEY AND KENNTH
BLANCHARD

Situational leadership requires…

 Leader’sfocus on task behavior (i.e.

giving guidance & direction) to
subordinates.

 Theirfocus on relationship behavior

and maturity in performing their
tasks.
ACCORDING TO THE AUTHORS……
The relationship between leaders and
subordinates moves to four steps which are
as follows….
 Directing or telling phase

managers directing the goals to employees

and make familiar them with the culture and
rules of the organization where they suppose
to work.
 Selling or coaching phase
After coming into the organization its
managers responsibility to coach the
subordinates wherever need arise.
 Participating or supporting phase

Gradually the subordinates becomes

mature and start taking the responsibility,
the manager will no longer need to directive
to them because they themselves will be on
the verge of becoming manager.
 Delegating phase
In this stage manager can reduce the
amount of support and encouragement as
subordinate gradually become more
confident , self –directing and experienced.
 THE SITUATIONAL THEORY OF LEADERSHIP

High relationship High

HIGH
and low task relationship
and high task

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S3 S2
RELATIONSHIP

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BEHAVIOR

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Low low relationship

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relationship and high task
and low task
LOW

S4 S1
M4 M3 M2 M1
(HIGH) (MODARATE) (LOW)
(MATURE) (MUTURITY OF (IMMATURE)
FOLLOWERS)
DECISION -MAKING THEORIES
 Proposed by vroom- yetton.
 A leader examines certain factors in the
situation to determine which decision –making
style is most effective.
 The vroom yatton identifies five decision-making
styles, each reflecting a different degree of
participation by group member.
 Autocratic l(Al)

 Autocratic ll(All)

 Consultative l(l)

 Consultative ll(ll)

 Group ll(ll)
CONCLUSION……….
“THEY FOLLOW THEIR OWN RULES
MAKE THEIR OWN NORMS
FEROCIOUS THEY ARE
LETHAL IN ANY FORM
TAMERS OF TIDES
THEY PLAY WITH THE STROMS
YES….YOU GUESSED IT RIGHT
THEY ARE THE MEN WITHOUT UNIFORM”.
CONCLUSION……..
Some rules which most leader’s follows…….

The saftey,honour & welfare of their

organization come first, always and every
time
The safety & welfare of the people they
command or live with, come next
Their own ease, comfort & welfare come last,
Always and every time.
THANK YOU