MEANING & THEORIESPresented by:

Manal Manalody (Roll No.: 25)Sreena R. (Roll No.: 52)

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02WHAT IS LEADERSHIP?• “Leadership maybe defined as the

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

03MANAGERS V/S LEADERS• 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.

MANAGER

LEADER

04LEADERSHIP THEORIES

• Trait Theories• Behavioural Theories• Contingency and Situational

Theories

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TRAITS SKILLS FOLLOWERS CONTEXT ETHICAL

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

STYLES/TYPES OF LEADERS

TRANSITION IN LEADERSHIP THEORIES

06TRAIT THEORY•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.

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• Ambition and energy• Desire to lead• Honesty and integrity• Self-confidence• Intelligence• Job-relevant knowledge

6 TRAITS ASSOCIATED WITH LEADERSHIP

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.

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.

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.

Franklin RooselveltFranklin Rooselvelt

Winston ChurchillWinston Churchill

AdolfAdolf HitlerHitler

WHOM DO YOU PREFER? 08

09BEHAVIOURAL

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.

10KURT LEWIN’S STUDIES AT THE

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.

11THE OHIO STATE UNIVERSITY

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.

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• 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.

THE UNIVERSITY OF MICHIGAN STUDIES

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13MANAGERIAL GRID• Developed by Robert Blake and Jane Mouton in the early

1960s. It is also called Leadership Grid.• 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

14LEADERSHIP STYLES

15 CONTINGENCY AND

SITUATIONAL THEORIES

TraitsTraits BehavBehaviorsiors

SituatSituationion

Based on the idea that the leader’s ability to lead is contingent upon various situational factors, including the leader’s preferred style, the capabilities and behaviour of followers and also various other situational factors.

16IMPORTANT CONTINGENCY THEORIES OF LEADERSHIP

17•Developed by Fred E. Fiedler.

•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 ScaleSituational FavourablenessLeader-Situation Match and Mismatch

FIEDLER’S CONTINGENCY

MODEL

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18LEAST PREFERRED CO-WORKER SCALE

• It is used to measure a leader’s motivation.• HIGH LPC SCORE: 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.

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•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.

SITUATIONAL FAVOURABLENESS

20LEADER-SITUATION MATCH

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”.

21Findings from Fiedler Model

22HERSEY AND BLANCHARD’S

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 and Blanchard’s Situational

Leadership Model

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Willing Unwilling

Able

Unable Directive/ Directive/ DelegatingDelegating

Telling/ Telling/ DirectingDirecting

Monitoring/Monitoring/Selling/ Selling/

CoachingCoaching

Follower Readiness

LeadershipLeadershipStylesStyles

Supportive/ Supportive/ Participative Participative

Hersey and Blanchard’s Situational

Leadership Model

24LEADER-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.

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.)

26LEADER-MEMBER EXCHANGE

THEORY (contd.)

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

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28PATH GOAL THEORY (contd.)

29LEADER-PARTICIPATION

MODEL• 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.

30• Vroom and his associates have provided us with some specific , empirically

supported contingency 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 MODEL (contd.)

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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 MODEL (contd.)

32Autocratic Type 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-PARTICIPATION MODEL (contd.)

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• Consultative Type 2 (CII) – Leader shares the problems with relevant followers as a group and seek 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.

LEADER-PARTICIPATION MODEL (contd.)

34REFERENCES• Stephen P. Robbins and Timothy A. Judge,

Organizational Behavior, 12th edition.• Stephen P. Robbins, Organizational

Behavior: Concepts, Controversies, Applications, 8th edition.