MEANING & THEORIES

Presented by:
Manal Manalody (Roll No.: 25)
Sreena R. (Roll No.: 52)
WHAT IS
02
LEADERSHIP?
WINTER
• “Leadership maybe defined as the
Template
ability to exert interpersonal
influence by means of communication
towards the achievement of a goal.”
-Koontz and O’Donnel

• “Leadership is the lifting of man’s

vision to higher sights, the raising of
man’s performance to higher
standards, the building of man’s
personality beyond its normal
limitations.”
-Peter F. Drucker
 MANAGERS V/S
LEADERS 03
• Managers have employees, leaders have followers.
• Managers react to change, leaders create change.
• Managers have good ideas, leaders implement them.
• Managers communicate, leaders persuade.
• Managers direct groups, leaders create groups.
• Managers take credit, leaders take responsibility.
• Managers exercise power over people, leaders develop power with
• people.

LEADER
MANAGER
 LEADERSHIP
04
THEORIES
• Trait Theories
• Behavioural Theories
• Contingency and Situational Theories
 TRANSITION IN LEADERSHIP
THEORIES 05

1930s 1940/50s 1960/70s 1980s

TRAITS SKILLS FOLLOWERS CONTEXT ETHICAL

STYLES/TYPES OF LEADERS
 TRAIT THEORY 06
•Based on the idea that
people are born with
certain character traits.
It assumes that people
are born as leaders.

•Studies identified
certain personal
characteristics that
appear to differentiate
leaders from followers.
 6 TRAITS ASSOCIATED
07

•
WINTER
WITH LEADERSHIP

Ambition and energy

Template
• Desire to lead
• Honesty and integrity
• Self-confidence
• Intelligence
• Job-relevant knowledge
 WHOM DO YOU PREFER? 08
CANDIDATE A - Associates with crooked politicians, and consults
with astrologists. He's had two mistresses. He also chain smokes
and drinks quite a few martinis a day.

Franklin Rooselvelt
CANDIDATE B - He was kicked out of office twice, sleeps until
noon, used opium in college and drinks a great deal of whisky every
evening.

Winston Churchill
CANDIDATE C - He is a decorated war hero. He's a vegetarian,
doesn't smoke, drinks an occasional beer and hasn't had any
extramarital affairs.

Adolf Hitler
 BEHAVIOURAL
09
THEORIES
• They look at what the leaders actually do.
• It is based upon the belief that great
leaders are made , not born.
• Some of the most popular behavioural
theories are:
Kurt Lewin’s studies at the University of Iowa.
The Ohio State group.
The University of Michigan studies.
Managerial Grid.
 KURT LEWIN’S STUDIES AT
THE 10
UNIVERSITY OF IOWA
• Focused on identifying the best leadership styles.
• It identified the following three leadership styles:
Autocratic: Centralise authority, dictate work
methods and limiting participation.
Democratic: Involve employees in decision-
making, delegating authority, encourages
participation, and uses feedback to train
employees. It is further divided into:
Democratic-consultative leader seeks input but he
himself makes the final decision.
Democratic-participative leader often allows
employees to put their suggestions.
Laissez-faire: The leader generally gives
employees complete freedom in decision-making.
 THE OHIO STATE
UNIVERSITY 11
•
STUDY
Identified 2 dimensions of leader behaviour:
 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.
• The primary concern of leaders with considerate and employee-
centered style is the employee’s welfare. The primary concern
of leaders with initiating structure and production-centered
style are achieving goals.
• High-high leaders achieved high employee performance and
satisfaction more frequently than one who rated low but
enough exceptions were found to indicate that situational
factors needed to be integrated into the theory.
 THE UNIVERSITY OF
MICHIGAN 12
STUDIES
• Identified 2 dimensions of leader behaviour:
 Employee-oriented: Leaders emphasized interpersonal
relations, took a personal interest in employees’ needs,
and accepted individual differences among members.
 Production-oriented: Leaders emphasized the technical
aspect of the job, focused on accomplishing group tasks,
and regarded group members as a means to that end.

• The Michigan researchers strongly favoured leaders

who were employee-oriented.
• Leaders who are employee oriented are strongly
associated with high group productivity and high job
satisfaction.
 MANAGERIAL
13
GRID
WINTER
• Developed by Robert Blake and Jane Mouton in the early
1960s. It is also called Leadership Grid.
Template
• It is based on 2 behavioural dimensions:
 Concern for people: Degree to which a leader considers
the needs of team members, their interests, and areas of
personal development when deciding how best to
accomplish a task.
 Concern for production: Degree to which a leader
emphasizes discrete objectives, organisational efficiency
and high productivity when deciding how best to
accomplish a task.
• The 5 leadership styles include:
1.Impoverished leadership 2.Country Club leadership
3.Task leadership 4.Team leadership
5.Middle-of-the-road leadership
LEADERSHIP STYLES 14
 CONTINGENCY AND
SITUATIONAL 15
THEORIES
Based on the idea
that the leader’s
ability to lead is Behavio
contingent upon Traits
various situational rs
factors, including the
leader’s preferred
style, the capabilities
Situatio
and behaviour of n
followers and also
various other
situational factors.
 IMPORTANT
CONTINGENCY THEORIES 16
OF LEADERSHIP
 FIEDLER’S
CONTINGENCY 17
•Developed by Fred E. Fiedler.
MODEL
•This theory states that there is no best way for
managers to lead. Situations will create different style
requirements for a manager.

•Proposes that effective group performance depends

upon the proper match between the leader’s style of
interacting with followers and the degree to which the
situation allows the leader to control and influence.

•Fielder uses the following devices to determine leader

personality and the situation:
Least Preferred Co-Worker Scale
Situational Favourableness
Leader-Situation Match and Mismatch
 LEAST PREFERRED CO-
WORKER 18
SCALE
WINTER
• It is used to measure a leader’s motivation.
• HIGH LPC SCORE:Template
It means that the
respondent is primarily interested in good
personal relations with this co-worker.
• LOW LPC SCORE: It means that the respondent
is primarily interested in productivity.
• About 16% of the respondents score in the
middle range. Such individuals cannot be
classified as either relationship oriented or task
oriented and thus fall outside the theory’s
predictions. The rest 84% fall either into the
high or low range of the LPC.
 SITUATIONAL
FAVOURABLENESS 19
•There are 3 factors that determine the
favourableness of a situation:
Leader-Member Relations, referring to the degree of mutual
trust, respect and confidence between the leader and sub-
ordinates.
Task Structure, referring to the degree to which the task at
hand is low in multiplicity and high in verifiability, specificity,
and clarity.
Leader-Position power, referring to the power inherent in the
leader’s position itself.
•The leader-member relationships are either good or poor,
task structure is either high or low and position power is
either strong or weak.
•Fiedler states that the better the leader-member
relationship, the more highly structured the job, the
stronger the position power, the more control the leader has.
 LEADER-SITUATION
MATCH 20
AND MISMATCH
• Task motivated leader has a match either with
very favourable situation or very unfavourable
situation.
• Relationship motivated leader has a match with
intermediate favourable situation.
• If there is match between motivation type and
the situation then leaders can lead efficiently.
• If there is no match then the leader should move
to a better matched situation. This is called “job
engineering”.
Findings from Fiedler Model 21
 HERSEY AND
BLANCHARD’S 22
SITUATIONAL THEORY
• It was developed by Paul Hersey and Kenneth
Blanchard (1977).

• Argues that successful leadership is achieved by

selecting the right leadership style which is
contingent on the level of the 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.

• The 2 leadership dimensions are task behaviour and

relationship behaviour.
Hersey
Herseyand
and Blanchard’s
Blanchard’s
Situational
Situational 22
Leadership Model
Leadership Model
Follower Unwilling
Readiness Template
Willing

Monitoring/ Supportive/
Able Selling/ Participative
Coaching

Leadership
Styles

Unable Telling/ Directive/

Directing Delegating
 LEADER-MEMBER
EXCHANGE 24
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.
LEADER-MEMBER EXCHANGE
THEORY (contd.) 25
•One of the things you may have noticed in your work
and study groups is the tendencies of leaders to develop
“special” relationships with some team members.

•This tendency is central to leader-member exchange

theory, or LMX theory as it is often called.

•The theory basically recognizes that in most, or at

least many, leadership situations not everyone is
treated the same by the leader.

•Instead, people fall into “in” groups and “out” groups in

relationships with their leaders. Obviously, the group
you are in can have quite a significant influence on your
experience with the leader.
LEADER-MEMBER EXCHANGE
THEORY (contd.) 26
 PATH GOAL
THEORY 27
• Developed by Robert House to
make leadership more
effective. It focuses on leader
behaviour rather than leader
personality traits.
• The theory states 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.
PATH GOAL THEORY 28
WINTER
(contd.)

Template
 LEADER-PARTICIPATION
MODEL 29
• Developed by Vroom and Yetton in 1973.
• A leadership theory that provides a set of rules to
determine the form and amount of participative
decision making in different situations.
• Leadership is all about making decisions, conceiving
vision, setting goals, laying paths to reach the goal,
and making all efforts with followers in achieving it.
• Effective Leadership requires taking situation based
decisions. An individual will be accepted as Leader
when his ideas, suggestions and advise are more
appropriate to the situation. Decision taken under
particular situation may not hold good for all
situations & it may give different results in
different situations.
 LEADER-
PARTICIPATION 30
• Vroom and his associates have provided us with some specific , empirically
MODEL
supported contingency (contd.)
variables that should be considered when choosing your
leadership style.
 Importance of the decision
 Importance of obtaining follower commitment to the decision
 Whether the leader has sufficient information to make a good decision
 How well structured the problem is
 Whether an autocratic decision would receive follower commitment
 Whether the followers “buy into” the organization's goals
 Whether there is likely to be conflict among followers over solution
alternatives
 Whether the followers have the necessary information to make a good
decision
 Time constraints on the leader that any limit follower involvement
 Whether costs to bring geographically dispersed members together is
justified
 Importance to the leader of minimizing the time it takes to make the
decision
 Importance of using participation as a tool for developing follower decision
skills.
 LEADER-
PARTICIPATION
31
MODEL (contd.)
This model identifies five different styles
(ranging from autocratic to consultative to
group-based decisions) on the situation &
level of involvement. They are:

•Autocratic Type 1 (AI)

•Autocratic Type 2 (AII)
•Consultative Type 1 (CI)
•Consultative Type 2 (CII)
•Group-based Type 2(GII)
 LEADER-
PARTICIPATION 32
MODEL
Autocratic Type (contd.)
1 (AI) – Leader makes his own decision using
information that is readily available to him at that time. This
type is completely autocratic.

Autocratic Type 2 (AII) – Leader collects required

information from followers and then makes decision alone.
Problem or decision may or may not be informed to the
followers. Here, followers’ involvement is just providing
information.

Consultative Type 1 (CI) – Leader shares the problems with

relevant followers individually and seeks their ideas &
suggestions and makes decision alone. Here followers’ do not
meet each other & leader’s decision may or may not have
followers’ influence. So, here followers’ involvement is at the
level of providing alternatives individually.
 LEADER-
33
• WINTER
PARTICIPATION
MODEL (contd.)
Consultative Type 2 (CII) – Leader shares the
problems with relevant followers as a group and seek
Template
their ideas & suggestions and make decisions alone.
Here followers’ meet each other and through
discussions they understand other alternatives. But
leader’s decision may or may not have followers’
influence. So, here followers involvement is at the level
of helping, as a group, in decision-making.

• Group-based Type 2(GII) – Leader discusses the

problems & situations with followers as a group and
seek their ideas & suggestions through brainstorming.
Leader accepts any decision & will not try to force his
idea on the followers. Decision accepted by the group is
the final one.
 REFERENCES 34
• Stephen P. Robbins and Timothy A. Judge,
Organizational Behavior, 12th edition.
• Stephen P. Robbins, Organizational Behavior:
Concepts, Controversies, Applications, 8th
edition.