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Leadership Theories.pptx

The document discusses several theories of leadership. The Great Man theory proposes that great leaders are born with certain inherited traits. The Trait theory similarly believes that leaders possess innate qualities like intelligence and confidence. Behavioral theories focus on observable behaviors and argue that leadership can be learned. Contingency theories emphasize that the most effective leadership style depends on situational factors. Situational leadership theory and Path-Goal theory argue that leaders should adapt their style to followers' readiness and needs. Relationship theories like transformational leadership emphasize connecting with followers through inspiration.

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Leadership Theories RHODORA S. ACOSTA Discussant
WHO ARE LEADERS? Leader is someone who can influence others and who has managerial authority.
WHAT IS LEADERSHIP?  Leadership is a process of influencing a group to achieve common goals. (Rowe, 2007)
WHAT IS A LEADERSHIP THEORY? Leadership theory are the explanations of how and why certain people become leaders. They focus on the traits and behaviors that people can adopt to increase their leadership capabilities.
GREAT MAN THEORY The leaders are born and not made and possess certain traits which were inherited Great leaders can arise when there is a great need.
According to the great man theory of leadership, leadership calls for certain qualities like commanding personality, charm, courage, intelligence, persuasiveness and aggressiveness.
Criticism Many of the traits cited as being important to be an effective leader are typical masculine traits.
TRAIT THEORY Individuals are born either with or without the necessary traits for leadership. This theory assumes that the leader’s personal traits are the key to leadership success.
Core Traits of a Leader Achievement drive Leadership motivation Honesty and integrity Self- confidence Cognitive ability Emotional maturity Others: charisma, creativity, flexibility
Strengths/Advantages of the Trait Theory It is naturally pleasing theory. It is valid as lot of research has validated the foundation and basis of the theory. It serves as a yardstick against which the leadership traits of an individual can be assessed. It gives a detailed knowledge and understanding of the leader element in the leadership process.
Limitations of the Trait Theory There is bound to be some subjective judgment in determining who is regarded as a ‘good’ or ‘successful’ leader. The list of possible traits tends to be very long. There is also a disagreement over which traits are the most important for an effective leader. The model attempts to relate physical traits such as, height and weight, to effective leadership.
BEHAVIOURAL THEORY Leaders can be made, rather than are born. Focuses on how leaders heave and assumes that traits can be copied by other leaders. Leadership is shown by a person’s acts more than by his traits. Behavioural theories do not seek inborn traits – they look at what leaders actually do.
UNIVERSITY OF LOWA STUDIES Kurt Lewin Three Leadership Styles 1. AUTOCRATIC 2. DEMOCRATIC 3. LAISSEZ-FAIRE
Autocratic Leader makes decisions independently with little or no input from the rest of the group.
Democratic Encourages decision making from different perspectives. Group members feel engaged in the process and they are more motivated and creative.
Laissez-Faire The leadership responsibilities are shared by all. Can make coordination and decision- making time consuming and lacking in overall direction. Relies on good teamwork.
CONTINGENCY THEORIES Emphasizes different variables in a specific setting that determine the style of leadership best suited for the said situation. It is founded on the principle that no one leadership style is applicable to all situations.  Good leaders not only possess the right qualities but they’re also able to evaluate the needs of their followers and the situation at hand.
Fiedler Model The model was based on the premise that a certain leadership style would be most effective in different types of leadership. To measure a leader’s style Fiedler developed LPC (least preferred co worker) questionnaire. LPC measured whether leader was task oriented or relationship oriented. Based on this, Fiedler gave three contingency dimensions: 1. Leader-member relations 2. Task structure 3. Position power
SITUATIONAL LEADERSHIP THEORY The theory implies that leadership depends on the situation at hand. Put simply, leaders should always correspond their leadership to the respective situation by assessing certain variables such as the type of task, nature of followers, and more.
Hersey And Blanchard’s Situational Leadership Theory This theory focuses main attention on follower’s readiness and situation behavior of leader.  Readiness is defined as extent to which people have the ability and willingness to accomplish a specific task. This situational model of leadership focuses on flexibility so that leaders are able to adapt according to the needs of their followers and the demands of the situation.
Four Specific Leadership Styles Telling(S1) – (high task and low relationship) Selling(S2)-(high task and high relationship) Participating (S3)-( low task and high relationship) Delegating (S4) - (low task and low relationship)
Four stages of follower readiness R1- People are both unable and unwilling to take responsibility for doing something R2-People are unable but willing to do the job tasks. R3- People are able but unwilling to do what the leader wants. R4- People are both able and willing to what is asked of them.
first described in by sociologist Max Weber and further explored by Bernard M. Bass in the early 1980s. focus on the role of supervision, organization, and group performance. Leaders who implement this style focus on specific tasks and use rewards and punishments to motivate followers. MANAGEMENT THEORIES/ TRANSACTIONAL THEORIES
Basic Assumptions of Transactional Leadership People perform their best when the chain of command is definite and clear. Obeying the instructions and commands of the leader is the primary goal of the followers. Subordinates need to be carefully monitored to ensure that expectations are met.
 focus upon the connections formed between leaders and followers.  leaders motivate and inspire people by helping group members see the importance and higher good of the task. RELATIONSHIP THEORIES/ TRANSFORMATIONAL THEORIES
employees be directly involved in decision making in their organization. leader simply facilitates a conversation and then takes all the suggestions, and comes up with the best possible action everyone is very involved with decisions for the team and organization, with the leader simply helping direct the charge. PARTICIPATIVE THEORY/ DEMOCRATIC LEADERSHIP
LEADERSHIP-MEMBER EXCHANGE (LMX) THEORY Leaders create in-groups and out-groups, and subordinates with in-group status will have higher performances ratings, less turnover, and greater satisfaction with their superior.
HOUSE’S PATH GOAL THEORY The theory that a leader’s behavior is acceptable to subordinates insofar as they view it as a source of either immediate or future satisfaction. Leaders provide followers with information, support, and resources to help them achieve their goals . Leaders help clarify the “path” to the worker’s goals. Leaders can display multiple leadership types.
Leadership Styles Directive: focuses on the work to be done Supportive: focuses on the well-being of the worker Participative: consults with employees in decision- making Achievement-Oriented: sets challenging goals
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