Theories of Leadership

Theories of Leadership
The traditional theory
i) Trait Theory
ii) Behavior Theory
iii)Situation theory
Current Theory
i)Transformation Theory
ii)Moral Leadership

Trait Theory
Developed in 1920s and 1930s
where a leader is identified by trait
possessed.
The theory assumes people already
have the characteristics of traits to
be an effective leader.
Thus, the trait theory of attention is
to identify what traits of effective
leaders is.

Research by Stogdill(1974)
Trait

Skills

Adapt to various situations

Highly intelligence

Sensitive to the social

environment

Conceptual skills

Assertive

Creative

Cooperative

Articulate

Decision maker

Knowledgeable about group task

Domination

Organize

Energetic

Persuasive

Self-confidence

Social skills

Behavior Theory
Focuses on how leaders behave in
the process of leadership. (esp.
against their followers)
Theory X and Theory Y by Douglas
McGregor (1960).
Grid Management (Managerial Grid)
by Blake and Mouton (1964,1978).

Theory X and Theory Y

Represent the difference in the way a leader
thinks of his staff in an organization.
In Theory X, the leader considers his staff
motivated by money, lazy and will avoid work
unless forced, would not cooperate unless
directed and controlled.
Thus, leader will be more autocratic behavior,
acting directing and controlling the staff in
the work process. (not given space and
opportunities to maximize their abilities and
potential)

 Theory Y leaders thought his staff as

hard working, look at work as a
matter of natural as play or rest will
foster cooperation, ambitious and
have a positive attitude towards
work.
Therefore, leaders will lose control
even empowering them (empower) in
the performance of duties.

Grid Management
Describing two different dimensions
related to leadership:
i) Concern for production leaders
show concern for the task and employee
productivity in order to achieve
organizational goals.
ii) Concern for the human leaders are
paying attention and emphasis on good
relations with the workers in the
organization.

 The types of leader behavior based

on two axis, the horizontal axis
(Concern of Product) and the vertical
axis (Human Care).
Thus, ideal leader will gain a
measure of 9-9.

Situation Theory
The situation of different organizational
environment requires a different way if the
leadership wants to be perceived
effectiveness.
Effective leadership depends on several
factors such as the follower, the leader and
situation factors that affect each other.
i) Fiedler contingency theory (1967)
ii) Hersey and Blanchard situation theory
(1977)

Contingency Theory
States that there is no best way to
lead an organization.
A leadership style may be effective in
one situation but rather occur in
other situations.
Fiedler summed up the effectiveness
of leadership is subject to the
correspondence between two
variables. (style of leadership and
the support environment)

 Leader behavior may be motivated by tasks

and relationships between people and
explained in three critical dimensions:
1) Leader-the extend of the leader is
accepted
and supported by the members.
2) Task structure-clarity of the task and
clarity of the role of the administrative tasks.
3) Position power-if leader has a strong
formal powers (to appoint, change, etc). The
situation will supports the process of
leadership.

Hersey and Blanchard

They combine and expand the idea of
Management Grid and Contingency model.
Leadership effectiveness is based on the
situation and leadership style vary to
match the maturity level.
Two aspects of maturity level:
i) Psychological maturity-confidence,
ability and safety of members to accept
the responsibilities given.
ii) Maturity of operational tasks- the skills
and technical knowledge the possess.

Transformation Theory
James Mac Gregor Burns pioneered
the term Transformational
Leadership in 1978.
Used to describe an ideal situation
between leaders and followers.

Transformation Leadership
Able to move his followers to act to
achieve specific goals based on
values and motivations, needs and
desired, aspirations and expectations
of both parties (leaders and
followers).
Make full use of the power and
influence to persuade his followers to
bring about change in the
organization.

Moral Leadership
Sergiovanni (1992) defines moral leadership
as a form of worries that motivates others
through the principles and holding the
admirable.
Moral leaders do not find ways to benefit
themselves but to act for the betterment of
mankind.
Through the principles and practice of
holding values, moral leaders earn the trust
of the members of the organization gradually
and inspire loyalty to leadership style.