THEORIES of LEADERSHIP

THEORIES of LEADERSHIP

Traits Theory

Behavioral Theories

New Approaches to Leadership

1. Trait Theory
Traits Theory of Leadership Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from nonleaders. Leadership Traits:

Ambition and energy

The desire to lead Honest and integrity Self-confidence Intelligence High self-monitoring Job-relevant knowledge

Trait Theories
Limitations:
No universal traits found that predict leadership in all situations.
Traits predict behavior better in weak than strong situations. Unclear evidence of the cause and effect of relationship of leadership and traits.

Better predictor of the appearance of leadership than distinguishing effective and ineffective leaders.

2. Behavioral Theories
Behavioral Theories of Leadership
Theories proposing that specific behaviors differentiate leaders from nonleaders. Trait theory: Leaders are born, not made. Behavioral theory: Leadership traits can be taught.

a. Ohio State Studies

Initiating Structure The extent to which a leader is likely to define and structure his or her role and those of subordinates 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 subordinates ideas, and regard for their feelings.

b. University of Michigan Studies

Employee-Oriented Leader Emphasizing interpersonal relations; taking a personal interest in the needs of employees and accepting individual differences among members. Production-Oriented Leader One who emphasizes technical or task aspects of the job.

c. Contingency Theories
Fiedlers Contingency Model The theory that effective groups depend on a proper match between a leaders 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 claims to measure whether a person is taskor relationship-oriented.

Fiedlers Model: Defining the Situation

Leader-Member Relations The degree 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 ones formal structural position in the organization; includes power to hire, fire, discipline, promote, and give salary increases.

Fiedlers Contingency Model of Leadership

People

Task

Task

People

Low LPC Leader Motivational hierarchy

High LPC Leader Motivational hierarchy

Leadership Effectiveness based on Contingency Model

2005 Prentice Hall Inc. All rights reserved.

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d. Hersey and Blanchards Situational Leadership Theory

Situational Leadership Theory (SLT) A contingency theory that focuses on followers readiness.
Unable and Unwilling Unable but Willing Able and Unwilling Able and Willing

Follower readiness: ability and willingness

Leader: decreasing need for support and supervision
Directive High Task and Relationship Orientations Supportive Participative Monitoring

Leadership Styles and Follower Readiness(Hersey and Blanchard)

Follower Readiness
Able Unwilling Willing

Supportive Participative

Monitoring

Leadership Styles

Unable

Directive

High Task and Relationship Orientations

e. Path-Goal Theory
Path-Goal Theory The theory that it is the leaders 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 impact that leader behavior has on subordinates motivation, satisfaction & performance

Contd..
The leader attempts to make the path to subordinates goal as smooth as possible To accomplish this path-goal facilitation, the leader must use appropriate style contingent on the situational variables present

The Path-Goal Theory

Profiles in Leadership

3. New Approaches to Leadership

Charismatic Leadership - Charismatic skills influence leadership style and effectiveness.

Basss Theory of Transactional Leadership Transformational Leadership

Charismatic Leaders

Characteristics of Charismatic Leaders

Uses power to serve others Aligns vision with followers need & aspirations Considers & learns from criticism Stimulates followers to think independently & to question the leaders views Open, two-way communication Coaches, develops, supports followers, shares recognition with others Relies on internal moral standards to satisfy organizational & societal interest

Transactional leadership
Leaders are aware of the link between the effort and reward Leadership is responsive and its basic orientation is dealing with present issues Leaders rely on standard forms of inducement, reward, punishment and sanction to control followers Leaders motivate followers by setting goals and promising rewards for desired performance Leadership depends on the leaders power to reinforce subordinates for their successful completion of the bargain.

Transformational leadership
Leaders arouse emotions in their followers which motivates them to act beyond the framework of what may be described as exchange relations Leadership is proactive and forms new expectations in followers Leaders are distinguished by their capacity to inspire and provide individualized consideration, intellectual stimulation and idealized influence to their followers Leaders create learning opportunities for their followers and stimulate followers to solve problems Leaders possess good visioning, rhetorical and management skills, to develop strong emotional bonds with followers Leaders motivate followers to work for goals that go beyond self-interest.

Profile in Leadership