Models and Theories

An Overview

Objective
s
Find out how different leadership models
and theories have emerged in the last 80
years plus based on research
Critically reflect on the different models and
theories and apply them in a different range
of context in the future
Appreciate the different leadership models
and theories and realize their strengths and
weaknesses in relation to ones personal
brand of leadership

questions,
conclusions,
comments

explore

ones
leadership
tests results

an
al
y
e z

appropriat
e

ones experience
and definition of
leadership

te
la
re

Process
re-

research
findings

y
if
ar
cl

reflection and
sharing

K-W-L
what do I KNOW about leadership
models and theories?
what do I WANT to know about
leadership models and theories?
What did I LEARN about
leadership models and theories?

Models and Theories

of Leadership

Trait Theory (30s)

Behavioral Theory
(40s and 50s)

Contingency Theory
(60s and 70s)
Transformational
Theory (80s up)
Others: emergent,
distributed, shared,
level 5 leadership,
etc.

Theories of
Leadership (focus
1930s
1940s/50s
1960s/70s
of research)
Trait

trait
s

Behaviora
l

skills

follower
s

Contingency

1980s
Transformatio
nal

context

styles/types of
leaders

ethical

defining leadership
what is it all about?

QuickTime and a
decompressor
are needed to see this picture.

Imagining Leadership
What does leadership look like?

Leadershi
p
what is
leadership?

what are
some of the
needed
capabilities in
being a leader
today? (cf.
Test 1)

Reflection 1
Looking at test 1 - divide which capabilities
refer to a) personal, b) interpersonal, c)
cognitive, and d) skills and knowledge (do your
best)
Choose 2 CEOs from Article 1 and relate it to
TEST 1 ranking leadership capabilities and your
definition
Figure out what capabilities these CEOs have
based on your choices and definition of
leadership
Discuss your answers with the group

Leadership
Functions
what we do when we lead?
what is expected of us when we lead?

4 Main Functions
Emotional Stimulation
Executive
Caring
Meaning Attribution

emotional
stimulation

executive function

caring function

meaning attribution

Reflection 2
Looking at test 2 - what are the leadership
functions that I am most comfortable with?
least comfortable with?
Based on the 2 CEOs chosen from Article 1 relate it now to the 4 main functions of
leadership
Figure out what leadership functions these
CEOs exercised. Refer to test 2 to review
some items
Discuss your answers with the group

Effective
Leadership
high in caring
high in meaning
attribution
moderate in emotional
stimulation
moderate in executive
function

Trait Theory
a theory that concerns
itself solely with
leader characteristics
(Stogdill, 1948; Mann
1959)
studies identified
certain personal
characteristics that
appear to differentiate
leaders from followers
basic premise is that
leaders are born

Reflection 3
Looking at test 3 - what are the leadership
traits that I consider my strengths? my
limitations?
Based on the 2 CEOs chosen from Article 1 relate it now to the leadership traits
Figure out what leadership traits these
CEOs would demonstrate during their life.
Refer to test 3
Discuss your answers with the group

Contribution of the
Trait Theory

Identified certain characteristics of the person as

essential in demonstrating leadership behavior
Leadership behavior - facilitating goal attainment
and recruitment of followers regardless of the
context (5 usual traits)
Intelligence
self-confidence
determination
integrity
sociability

Which do you
prefer?

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

Behavioral Theory
Leader
s
traits

patterns
of
behaviors
were
grouped
together
as styles

behavi
ors
skills

styles

followe
rs

Continuum of Leadership
Behavior
autocratic

ource: Tannenbaum and Schmidt)

democrati
c

Test 5 - Styles of Leadership

a) I want both of you

to ....
autocratic leadership
b) Lets work
together to solve
this...
participative leadershi
c) You two take care
of the problem ....

delegative leadership

Variations of
Behavioral Theory
McGregor (1960) - Theory X and Theory Y
Ohio State University and University of
Michigan Researches - two dimensions: a)
Consideration/Employee Orientation
(friendship, mutual trust, respect and
warmth) and b) Initiating
Structure/Production Orientation
(organizes and defines roles, patterns of
organization, channels of communication,
and ways of getting jobs done)

Effective Styles of
Leadership
e
m
p
l
o
y
e
e

o
r
Executive
This is good
i
Developer
for the
e
Ill be your
company
and
n
mentor
you
t
a
Benevolent
Bureaucrat
t
Autocrat
Lets get
i
We are
this
done
and
o
doing a good
over with
job
n production orientation

Ineffective Styles of
Leadership
e
m
p
l
o
y
e
e

o
r
Missionary
Compromis
Im here to
i
er
care for
e
Lets meet
you.
n
half-way
t
Deserter
a
I will let
Autocrat
t
them
be

Do
as
I
say
i
o
n production orientation

Blake and Mouton Managerial

Grid

Contingency
Many leadership models not
Theory
only take into account the

leader/follower relationship but

also realize that situational
variables affect leadership
performance
6 MODELS: LPC Contingency
model, Hersey and Blanchards
situational leadership model,
the path-goal theory of
leadership, the multiple linkage
model of leadership, leadership
substitute theory, and Vroom
and Yettons normative decision
model

traits

behaviors

situation

Hersey and Blanchard

s
u
p
p
o
r
t
i
v
e

r
e
l
a
t
i
o
n
s
h
i
p
s

Participati Selling
ng
Coaching
JM-High
JM-Low
PM-Low
PM-High
Delegatin
Telling
g
Directing
JM-High
JM-Low
PM-High
PM-Low

directive - tasks

*job
maturity
*psychological
maturity

Reflection 4
Looking at test 4 and 5 - what are the leadership
behaviors/styles am I most comfortable with? least
comfortable with? How would you consider the
situation as a variable?
Based on Article 2 concerning 2 basketball coaches relate it now to their leadership behaviors/styles
and their situation.
Figure out what leadership behaviors/styles these
coaches would show during their life. Consider
their situations also (cf. Test 5)
Discuss your answers with the group

Contribution/Limitation
of Behavioral/Situational
Theory
almost the same issues with the trait approach;
cause and effect were not considered fully

behaviors vary as much as the situation changes

however, there are isolated patterns of behaviors
grouped into 4 categories as essential to
leadership behaviors whatever the situation is

4 Categories (11
Building
Relationships
behaviors)
1. Networking
2. Supporting
3. Managing conflict

Influencing People

4. Motivating
5. Recognizing and rewarding

Making Decisions

6. Planning and organizing

7. Problem solving
8. Consulting and delegating

Giving / Seeking
nformation

9. Monitoring operations and

environment
source:
10. Informing
Yukl
11. Clarifying roles

What would you

do?
If you knew a teacher who
was pregnant, who had 8
kids already, three who were
deaf, two who were blind,
one mentally retarded, and
she had syphilis; how would
you come up with a
recommendation? What will
your groups
recommendation be?

Transformational
Theory
looks at the contingency
model but with a
difference
introduce the variable of
leaders having an ethical
and moral obligation to
their followers and to the
mission of the
organization
geared towards follower
growth and development

QuickTime and a
decompressor
are needed to see this picture.

what did
you do to
change the
world?

is it possible
for one idea
to change
the world?

Variations of
Transformational
Charismatic Leadership (robert house)
Leadership
Transactional vs. Transformational (burns; bass)
Servant Leadership (greenleaf)
Distributed Leadership (belbin)
Living Systems (wheatley)
Level Five Leadership (jim collins)
Leaders as catalyst of change - warren bennis,
james kouzes and barry posner, stephen covey
Leaders as strategic visionaries - peter senge
(systems thinking and learning organization
Leadership and Spirituality - fullan,moxley, zohar,
nelson ,frye

Reflection 5
Looking at test 6- what are the leadership factors
am I most comfortable with? least comfortable
with?
Based on Articles 1/2 concerning 2 basketball
coaches or 2 CEOs chosen - relate it now to the
different leadership factors.
Figure out what leadership factors these
coaches/CEOs would demonstrate during their life.
(cf. Test 6)
Discuss your answers with the group. You may also
use Article 3 as reference.

What
motivate
s
leaders?

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decompressor
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Attitude reflects
Motivation shapes attitudes
leadership

basic
motivations
values

needs

shape

bring about

attitude
s

behavior
s

Reflection 6
Looking at test 6- what are the leadership
motivations am I most comfortable with? least
comfortable with?
Based on Article 1/2 concerning 2 basketball
coaches or 2 CEOs chosen - relate it now to the
leadership motivations.
Figure out what leadership motivations these
coaches/CEOs would demonstrate during their life.
(cf. Test 6)
Discuss your answers with the group.

What
motivates
leaders?
need for:
achievement
affiliation
power

good leadership
= power > achievement > affiliati

Lasallian
Leadership
what did I
learn so far?

Reflection 7
Looking at handout 2 - there are traits,
behaviors, functions, motivations, styles,
factors etc that are part and parcel of what
Lasallian leadership is all about.
Figure out what connections and
inferences can you draw from the handout
and what you have learned so far
Discuss your answers with the group.

ministry CONTEXT
PARC
country
community
vision
traditions
culture
ethics
spirituality

skills

functions
behavior
s

styles

predisposition
s
motivation
traits
faith
service
communion

Personal Leadership
be yourself + more with
Brand
skill

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decompressor
are needed to see this picture.

why should anyone be led by you?

predisposi
tions
traits
motivation
s

functions
skills/beha
viors
styles

vision
ethics
spirituality

Personal
Brand of
Leadership
faith
service
communio
n

l
a
m
s i
a
s
l
s
l
i
i
o
a
n
n

1. Establishing the
Desired Results
Customers/Clients: who are they? what do they
expect from you? what service are you offering
them?
Stakeholders: who are they? what do they expect
from you? what can you do together to meet the
needed expectations? what outcomes do you wish
to complete together? what do they need from you?
Organization: how can your team help execute on
its strategy?

sample
Customer/Client: marginalized youth in town
A, Pakistan; provide catechetical formation and
leadership capabilities
Stakeholders: Brothers, trainors, catechists,
parish community, parents; organize groups
according to roles/responsibilities in view of
providing catechetical formation and leadership
capabilities
Organization: the team will define their
expectations and delegate responsibilities
according to competencies

2. Decide what you

wish to be known
Choose 2-3 important
for?
traits/motivations you wish to
be known for?

Choose 2-3 important

capabilities, functions, styles,
behaviors you wish to be known
for?
Choose 2-3 factors from the
transformational leadership you
wish to be known for?
OR:
that

Choose 6-8 words/phrases

you wish to be known for.

3. Define your
identity

use the 6
words/phrases to
reflect your desired
identity

what you wish to be

known for plus how do
you wish to get your
act together
experiment with many
combinations with the
6 words/phrases

Sample
collaborative
independent
deliberate
innovative
results-oriented
strategic

independently
innovative
deliberately
collaborative
strategically
results oriented

4. Construct your
leadership brand
statement
I want to be known for
being ____________ so
that I can deliver
_________.

**You may draw a visual representation if

you wish

sample
I want to be known for being
independently innovative,
deliberately collaborative, and
strategically results oriented so
that I can deliver effective
educational outcomes for the
catechetical formation and
leadership capabilities in town A,
Pakistan.

Critiquing
Is this the brand identity that best
represents who I am and what I can
do? If you lived this declaration of
leadership, would you see yourself
as successful? Are you willing to tell
others that this is your personal
leadership brand?
Is this brand identity something that
creates value in the eyes of my
organization and key stakeholders?
Is this something that is needed?

What risks am I taking by

exhibiting this brand? What will the
brand keep you from understanding
and doing?

Critiquing
What risks am I taking by
exhibiting this brand? What will
the brand keep you from
understanding and doing?
Can I live this brand? Do you have
the ability to translate the
qualities you articulate in your
leadership brand statement into
day-to-day behavior? Can you
make specific time commitments
to live the leadership brand you
espouse? Can you translate it into
the decisions and choices you
make?

Leadership Brand
Make it real by sharing it
with others and inviting
feedback from them
Brands evolve and are
dynamic - make sure you
grow in maturity and selfawareness
A brand is like your
signature
Leadership brand is a
calling

Leadership as a
calling
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Integration
a lifelong endeavor = study, practical
application, field experience, insights
technical eclecticism approach
theoretical integration approach
common factor approach
leadership as an art (creative synthesis) and a
science (rigorous discipline)

Variations of
Contingency Theory
Hersey and Blanchard (1977)
Path Goal Leadership Theory (Robert House,
1971)
Multiple Linkage Model (Gary Yukl, 1981, 1989)
Leadership Substitutes Theory (Kerr and
Jermier, 1978)
Normative Leadership Theory (Vroom and
Yetton)

Limitations of the Trait

Theory
focused on the leader per se and have minimized
the impact of the followers and the situation
assumed leadership was innate; cause and effect
were not addressed
failed to account why certain leaders would be
effective in certain situations yet not in others
it presumes that traits are stable across time;
universal traits?
failed to offer a guideline for leadership
development
not an exact science, e.g., measurement of traits

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decompressor
are needed to see this picture.

What
does
leadershi
p look
like?

Why
should
anyone be
led by
you?

QuickTime and a
QuickTime and a
decompressor
decompressor
are needed to
this picture.
are needed
toseesee
this pictur

QuickTime and a
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behaviors
traits
cognitive
Faith

personal

Service

Commu
nion

functions

interpersonal

motives

styles