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Classical Theories Of Classical Theories Of LeadershipLeadership

Modesto TomeldanModesto Tomeldan

Classical Theories of LeadershipClassical Theories of Leadership Path-Goal Theory of LeadershipPath-Goal Theory of Leadership

• BackgroundBackground Based on Vroom’s expectancy theory (1964)Based on Vroom’s expectancy theory (1964) Working theory of motivationWorking theory of motivation

• Maslow’s hierarchy of needsMaslow’s hierarchy of needs Nature of needs and goalsNature of needs and goals Physiological, security, belongingness, self-esteem andPhysiological, security, belongingness, self-esteem and self-actualizationself-actualization Self-actualizationSelf-actualization

- Most important need- Most important need- Continue to be a need- Continue to be a need

Classical Theories of LeadershipClassical Theories of Leadership

Path-Goal Theory of LeadershipPath-Goal Theory of Leadership Working theory of motivationWorking theory of motivation

• Path-goal approachPath-goal approach Individuals are goal-directedIndividuals are goal-directed Interrelationship between actions or behaviorInterrelationship between actions or behavior Individual perceptionIndividual perception

First introduced by Martin Evans in 1970First introduced by Martin Evans in 1970 Developed by House in 1971Developed by House in 1971

Classical Theories of LeadershipClassical Theories of Leadership What is Path-Goal TheoryWhat is Path-Goal Theory

• Leaders enhance the workforce expectancies, Leaders enhance the workforce expectancies, instrumentalities and valences (Wofford & Liska, 1993)instrumentalities and valences (Wofford & Liska, 1993)

Path (Guide)Path (Guide) Goal (Daily work activities)Goal (Daily work activities) Employee and work environmentEmployee and work environment Augment motivation, empowerment & satisfactionAugment motivation, empowerment & satisfaction Focus on effective productivityFocus on effective productivity Leaders choose behavior that fits the workplace for Leaders choose behavior that fits the workplace for

employeesemployees


ObjectivesObjectives• Leaders’ effective roles and behaviorsLeaders’ effective roles and behaviors• Exploration of situational contingencies in Exploration of situational contingencies in behavior modification (Malik, 2012behavior modification (Malik, 2012).).

Leadership Behavioral StylesLeadership Behavioral Styles 1. Directive1. Directive 2. Achievement-oriented2. Achievement-oriented 3. Participative3. Participative 4. Supportive4. Supportive


• Structure Structure Leaders psychological configurationLeaders psychological configuration

• TaskTask• ProceduresProcedures• Clarity of expectationsClarity of expectations

• RelationshipRelationship• PositivePositive• SupportSupport• ExpectationsExpectations

Classical Theories of LeadershipClassical Theories of Leadership Charismatic LeadershipCharismatic Leadership

Heroic leadershipHeroic leadership Extraordinary leaderExtraordinary leader Implies radical changeImplies radical change

• Charismatic Leadership-Attribution TheoryCharismatic Leadership-Attribution Theory BehaviorBehavior

• Novel and Appealing VisionNovel and Appealing Vision• Emotional Appeals to ValueEmotional Appeals to Value• Unconventional BehaviorUnconventional Behavior• Self-SacrificesSelf-Sacrifices• Confidence and OptimismConfidence and Optimism

Classical Theories of LeadershipClassical Theories of Leadership Charismatic Leadership-Self-Concept Theory Charismatic Leadership-Self-Concept Theory

• Influencing ProcessInfluencing Process Personal IdentificationPersonal Identification

• Subordinates identify themselves with the leaderSubordinates identify themselves with the leader Social IdentificationSocial Identification

• Subordinates take pride for being part of the groupSubordinates take pride for being part of the group InternalizationInternalization

• Subordinates’ task are inseparable with their self-Subordinates’ task are inseparable with their self-worth and self concept (Yukl, 2012).worth and self concept (Yukl, 2012).

Classical Theories of LeadershipClassical Theories of Leadership Charismatic Leadership-Self-Concept Theory Charismatic Leadership-Self-Concept Theory

• Influencing ProcessInfluencing Process Self EfficacySelf Efficacy

• It’s a personal belief of being competent and skilled It’s a personal belief of being competent and skilled to accomplish difficult tasks.to accomplish difficult tasks.

Collective EfficacyCollective Efficacy• It’s the concept team work.It’s the concept team work.

Emotional ContagionEmotional Contagion• Leaders’ behavior and attitudes can change subordinates way Leaders’ behavior and attitudes can change subordinates way

of thinking and work approach.of thinking and work approach.


Transformational LeadershipTransformational Leadership Change agents Change agents

• Transform subordinates beliefs, attitudes and motivationsTransform subordinates beliefs, attitudes and motivations• ReformationReformation

Involve values and ethical issuesInvolve values and ethical issues• Personal positive attitudesPersonal positive attitudes• IntegrityIntegrity• TrustTrust

Provide a visionProvide a vision• DirectionDirection• PurposePurpose

Classical Theories of LeadershipClassical Theories of Leadership Transformational LeadershipTransformational Leadership

Four Behavioral DimensionsFour Behavioral Dimensions• Idealized influenceIdealized influence

Leader’s power, confidence and transcendent ideals Leader’s power, confidence and transcendent ideals (Cavazotte, Moreno, & Bernardo, 2013). (Cavazotte, Moreno, & Bernardo, 2013).

Leader’s actions reflects his/her values and convictions.Leader’s actions reflects his/her values and convictions.• Inspirational motivationInspirational motivation

Leader’s ability to motivate and inspireLeader’s ability to motivate and inspire Promote individual performancePromote individual performance Goal attainmentGoal attainment

Classical Theories of LeadershipClassical Theories of Leadership Transformational LeadershipTransformational Leadership

Four Behavioral DimensionsFour Behavioral Dimensions• Intellectual stimulationIntellectual stimulation

Leader’s questions of the status quoLeader’s questions of the status quo Leader’s stimulation of subordinates own thinkingLeader’s stimulation of subordinates own thinking

• Individual considerationIndividual consideration Leader’s supportLeader’s support EncouragementEncouragement Promote enhancementPromote enhancement

Classical Theories of LeadershipClassical Theories of Leadership ConclusionConclusion

Leaders and subordinates play an important roleLeaders and subordinates play an important role WorkforceWorkforce WorkplaceWorkplace Vision and missionVision and mission MotivationMotivation InfluenceInfluence DirectionDirection

References:References:• Cavazotte, F., Moreno, V., & Bernardo, J. (2013). Transformational Cavazotte, F., Moreno, V., & Bernardo, J. (2013). Transformational

Leaders and Work Performance: The Mediating Roles of Identification Leaders and Work Performance: The Mediating Roles of Identification and Self-efficacy. and Self-efficacy. BAR - Brazilian Administration ReviewBAR - Brazilian Administration Review, , 1010(4), 490-(4), 490-512. 512.

• Downey, H., Sheridan, J. E., & Slocum Jr., J. W. (1975). Analysis of Downey, H., Sheridan, J. E., & Slocum Jr., J. W. (1975). Analysis of Relationships Among Leader Behavior, Subordinate Job Relationships Among Leader Behavior, Subordinate Job

Performance and Satisfaction: A Path-Goal Approach. Performance and Satisfaction: A Path-Goal Approach. Academy Of Management JournalAcademy Of Management Journal, , 1818(2), 253-262. (2), 253-262. doi:10.2307/255528 doi:10.2307/255528

Classical Theories of LeadershipClassical Theories of Leadership ReferencesReferences

• Evans, M. G. (1996). R.J. House's `a path-goal theory of leader Evans, M. G. (1996). R.J. House's `a path-goal theory of leader effectiveness.'. effectiveness.'. Leadership QuarterlyLeadership Quarterly, , 77(3), 305.(3), 305.

• Evans, M. G. (1970). Leadership and Motivation: A Core Concept. Evans, M. G. (1970). Leadership and Motivation: A Core Concept. Academy Of Management JournalAcademy Of Management Journal, , 1313(1), 91-102. (1), 91-102.

doi:10.2307/254928 doi:10.2307/254928

• Dessler, G., & Valenzi, E. R. (1977). Initiation of Structure and Dessler, G., & Valenzi, E. R. (1977). Initiation of Structure and Subordinate Satisfaction: A Path Analysis Test of Path-Goal Subordinate Satisfaction: A Path Analysis Test of Path-Goal

Theory. Theory. Academy Of Management JournalAcademy Of Management Journal, , 2020(2), 251-259. (2), 251-259. doi:10.2307/255398 doi:10.2307/255398

Classical Theories of LeadershipClassical Theories of Leadership ReferencesReferences

• Malik, H. S. (2012). A Study of Relationship between Leader Behaviors and Malik, H. S. (2012). A Study of Relationship between Leader Behaviors and Subordinate Job Expectancies: A Path-Goal Approach. Subordinate Job Expectancies: A Path-Goal Approach. Pakistan Journal Of Pakistan Journal Of Commerce & Social SciencesCommerce & Social Sciences, , 66(2), 357-371. (2), 357-371.

• House, R. J. (1971). A Path Goal Theory of Leader Effectiveness. House, R. J. (1971). A Path Goal Theory of Leader Effectiveness. Administrative Science QuarterlyAdministrative Science Quarterly, , 1616(3), 321-339. (3), 321-339.

• Howell, J. M., & Shamir, B. (2005). THE ROLE OF FOLLOWERS IN Howell, J. M., & Shamir, B. (2005). THE ROLE OF FOLLOWERS IN THE CHARISMATIC LEADERSHIP PROCESS: RELATIONSHIPS THE CHARISMATIC LEADERSHIP PROCESS: RELATIONSHIPS AND THEIR CONSEQUENCES. AND THEIR CONSEQUENCES. Academy Of Management ReviewAcademy Of Management Review, ,

3030(1), 96-112. doi:10.5465/AMR.2005.15281435(1), 96-112. doi:10.5465/AMR.2005.15281435

Classical Theories of LeadershipClassical Theories of Leadership References:References:

• Kim, S., Magnusen, M. Andrew, D., & Stoll, J. (2012). Are Kim, S., Magnusen, M. Andrew, D., & Stoll, J. (2012). Are Transformational Leaders a Double-Edge Sword? Impact of Transformational Leaders a Double-Edge Sword? Impact of Transformational Leadership on Sport Employee Commitment and Job Transformational Leadership on Sport Employee Commitment and Job Satisfaction. International Journal of Sports Science & Coaching. 7(4), Satisfaction. International Journal of Sports Science & Coaching. 7(4), 661-676.661-676.

• Schriesheim, C. A., & Neider, L. L. (1996). Path-goal leadership Schriesheim, C. A., & Neider, L. L. (1996). Path-goal leadership theory: The long and winding road. theory: The long and winding road. Leadership QuarterlyLeadership Quarterly, , 77(3), (3), 317.317.

• Wofford, J. C., & Liska, L. Z. (1993). Path-Goal Theories of Wofford, J. C., & Liska, L. Z. (1993). Path-Goal Theories of Leadership: A Meta-Analysis. Leadership: A Meta-Analysis. Journal Of ManagementJournal Of Management, , 1919(4), (4), 587.587.


References:References:• Yukl, G. (2012). Leadership in Organizations. Charismatic and Yukl, G. (2012). Leadership in Organizations. Charismatic and

Transformational Leadership. Chapter 12. 321-325. Transformational Leadership. Chapter 12. 321-325.

tomeldan mmgt7110 8-#3

Leadership & Management