theories of leadership-120622020027-phpapp02.ppt

8/9/2019 theories of leadership-120622020027-phpapp02.ppt

1/42

Theories of Leadership

Prof.Khagendra


2/42

Overview of Theories

Great Man Theory

Trait Theory

Behavioural Theories

-Ohio state Studies and Michigan Studies

-Managerial Grid

Contingency Theory :

- Fiedlers Least Preferred !o-wor"er #LP!$ Theor%

-!ognitive &esource Theor%

Situational Theory :

-'erse% and (lanchards Situational Theor%

-'ouses Path Goal Theor%

-Leader Participation Model


3/42

Great Man Theor%

Leaders are )orn* not +ade.

This approach e+phasi,ed that a person is )orn

with or without the necessar% traits of leaderships.

arl% eplanations of leadership studied the

/traits0 of great leaders

/Great +an0 theories #Gandhi* Lincoln* 1apoleon$ (elief that people were )orn with these traits and

onl% the great people possessed the+


4/42

Great Man Theor%

Great Man approach actuall% e+phasis /charis+atic0

leadership. charis+a )eing the Gree" word for gift.

1o +atter what group such a natural leader finds

hi+self in* he will alwa%s )e recogni,ed for what he

is.

2ccording to the great +an theor% of leadership*

leadership calls for certain 3ualities li"e co++andingpersonalit%* char+* courage *intelligence*

persuasiveness and aggressiveness.


5/42

Trait Theory

4hat characteristics or traits +a"e a person aleader5

Great Man Theor%6 7ndividuals are )orn eitherwith or without the necessar% traits for leadership

Trait theories of leadership sought personalit%*social* ph%sical or intellectual traits thatdifferentiate leaders fro+ non leaders

Trait view has little anal%tical or predictive value Technical* conceptual and hu+an s"ills #Kat,

89:;$


6/42

88


7/42

Trait TheoryThe trait theor% is )ased on the great +an theor%* )ut it is +ore s%ste+atic in its anal%sis

of leaders. Li"e the great +an theor%* this theor% assu+es that the leaders personal traits

are the "e% to leadership success.

Abilities

Supervising Ability

Intelligence

Initiative

ersonal Traits

Self-Assurance

Decisiveness

Masculinity/Famininity

Maturity

Working Class Affinity

!otivators

ee! for "ccupational

Self-actuali#ation

$o%er "ver "t&ers

'ig& Financial (e%ar!

)ob Security

Ac&ievement

$ersonality *raits


8/42

Traits of Leaders

7ntelligence

Ph%sical Features

7nner Motivation

Maturit%

>ision ? Foresight

2cceptance of &esponsi)ilit%

Open-Minded and adapta)ilit%

Self-confidence

'u+an &elations 2ttitude

Fairness and O)@ectivit%


9/42


10/42

Trait TheoriesLimitationsLimitations::

"o #niversal traits that predict leadership in all"o #niversal traits that predict leadership in all

sit#ations$sit#ations$

Traits predict behavior better in %weak& thanTraits predict behavior better in %weak& than

%strong& sit#ations$%strong& sit#ations$

'nclear evidence of the ca#se and effect of'nclear evidence of the ca#se and effect of

relationship of leadership and traits$relationship of leadership and traits$ (etter predictor of the appearance of leadership(etter predictor of the appearance of leadership

than disting#ishing effective and ineffectivethan disting#ishing effective and ineffective

leaders$leaders$

LimitationsLimitations::

"o #niversal traits that predict leadership in all"o #niversal traits that predict leadership in all

sit#ations$sit#ations$

Traits predict behavior better in %weak& thanTraits predict behavior better in %weak& than%strong& sit#ations$%strong& sit#ations$

'nclear evidence of the ca#se and effect of'nclear evidence of the ca#se and effect of

relationship of leadership and traits$relationship of leadership and traits$

(etter predictor of the appearance of leadership(etter predictor of the appearance of leadership

than disting#ishing effective and ineffectivethan disting#ishing effective and ineffective

leaders$leaders$


11/42

Behavioural Theory

7n contrast with trait theor%* )ehavioural theor%atte+pts to descri)e leadership in ter+s of what leaders

do* while trait theor% see"s to eplain leadership on the

)asis of what leaders are. Leadership according to thisapproach is the result of effective role )ehaviour.

Leadership is shown )% a persons acts +ore than )% his

traits. This is an appropriate new research strateg%

adopted )% Michigan &esearchers in the sense that the

e+phasis on the traits is replaced )% the e+phasis on

leader )ehaviour #which could )e +easured$.


12/42

Behavioural Theory

Theories proposing that specific )ehaviorsdifferentiate leaders fro+ non leaders.

Pattern of actions used )% differentindividuals deter+ines leadership potential

a+ples


13/42

Behavioural Theory


14/42

(ehavioual Leadership Studies The Ohio State Studies sought to identif%

independent di+ensions of leader )ehavior


15/42

88


16/42

88


17/42

anager a r a e ou on


18/42

Contingency Theories

& situational Theories of

Leadership

Contingency Theories


19/42


20/42

Fiedler Model The theory that effective groups depend upon a proper match

beteen a leader!s style of interacting ith subordinates and

the degree to hich the situation gives control and influence

to the leader"

There are basically three steps in the model

#$ %dentifying Leadership Style

$ 'efining the Situation

($ Matching leaders and situations


21/42

8$ 7dentif%ing Leadership St%le

)iedler believes a *ey factor in leadership

success is the individual+s basic leadership

styleSo he created the Least Prefer !o-wor"er

#LP!$ Cuestionnaire

LP!6-,n instrument that tells to measurehether a person is tas* or relationship

oriented


22/42

!ontD

7f the low LP! score then the person is tas" oriented

7f the high LP! score then the person is relationshiporiented


23/42

Least Preferred !owor"er #LP!$

Scale

Pleasant E : = A ; 8 BnpleasantFriendl% E : = A ; 8 Bnfriendl%

&e@ecting E : = A ; 8 2ccepting

Tense E : = A ; 8 &elaed

!old E : = A ; 8 4ar+

Supportive E : = A ; 8 'ostile

(oring E : = A ; 8 7nteresting

Cuarrelso+e E : = A ; 8 'ar+onious

Gloo+% E : = A ; 8 !heerful

Open E : = A ; 8 !losed

(ac")iting E : = A ; 8 Lo%al

Bntrustworth% E : = A ; 8 Trustworth%!onsiderate E : = A ; 8 7nconsiderate

1ast% E : = A ; 8 1ice

2greea)le E : = A ; 8 Hisagreea)le

7nsincere E : = A ; 8 Sincere

Kind E : = A ; 8 Bn"ind


24/42

Scoring

Iour final score is the total of the nu+)ers %ou

circled on the 8E scales

. or lessJ Low LP! #tas" +otivated$

/-0(J Middle LP! #socio-independent leaders*

self directed and not overl% concerned with the

tas" or with how others view the+$

01 or aboveJ 'igh LP! #+otivated )%

relationships$


25/42


26/42

$ Hefining the Situation

)iedler identified three contingency dimensions that define the

*ey situational factors

#" Leader-member relations6

The degree of confidence2 trust2 and respect2 membershave in the leader

" Tas* structure:

The degree to hich the 3ob assignments are proceduri4ed

(" 5osition 5oer:

The degree of influence a leader has over poer variablessuch as hiring2 firing2 promotion etc"


27/42

$ Matching leaders and Situations

,fter *noing the leadership style through L5C and

defining all the situations2 e ill chose the leader

ho ill fit for the situation"To ays in hich to improve leader effectiveness

#$ Change the leader to fit the situation

$ Change the situation to fit the leader


28/42

!ognitive &esource Theor%

, theory of leadership that states that

stress unfavorably effects the situation2

and intelligence2 and e6perience canlessen the influence of stress on the

leader"


29/42

!ontD

2 refine+ent of Fielders original +odel6


30/42

'erse% ? (lanchards Situational

Leadership #SLT$2 +odel that focuses on follower /readiness0


31/42

!ontD.

7ersey and Blencherd identify four specificleader behaviors

The most effective behavior depends on thefolloer+s ability and motivation

8. 7f followers are una)le and unwilling to do a tas"*the leader needs to give specific and clear directions.

. 7f followers are una)le and willing*The leader need to displa% a high tas" orientation.

. 7f the followers are a)le and unwilling*The leader needs to use a supportive and participativest%le.

;. 7f followers are )oth a)le and willing*The leader doesnt need to do +uch.


32/42

Situational Leadership Theor%

78&LT

LT&L8

7T&78

7T&L8

Mature %mmature


33/42

Leader-Me+)er change #LM$ Theor%

Leaders create in-groups and out-groups2 and subordinates

ith in-group status ill have higher performances ratings2less turnover2 and greater satisfaction ith their superior"

LM Pre+ise6


34/42

Leader-Me+)er change

Theor%


35/42

'ouses Path-Goal Theor%

The theory that a leader+s behavior is acceptable tosubordinates insofar as they vie it as a source of either

immediate or future satisfaction"

The Theor%6


36/42


37/42

!ontD

)our types of leaders:


38/42

The Path-Goal Theor%


39/42

Path-Goal Theor%


40/42


41/42

Iroo+ ? Iettons Leader-Participation

Model , leadership theory that provides a set of rules todetermine the formand amount of participative

decision makingin different situations"

Howa leader +a"es decisions is as i+portant as whatisdecided

Pre+ise6


42/42

4..&eddins -H Manage+ent St%le

Theor%

8ela

tionship'imension

Tas* 'imension

-ffectiv

enessHi+

ension

theories of leadership-120622020027-phpapp02.ppt

Documents