Leadership Theories

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LEADERSHIP THEORIES

INTRODUCTION :-

a. Definition :-Leadership defined as the ability to influence a person or a group towards the achievement of goals

b. Qualities :- i) Competent ii) Humility iii) Openness

iv) Creativity v) Inspiring

1. Great man theory of leadership

2. Trait theory of leadership

Personality theories :-

1. Great man theory of leadership :-

a.This theory introduced by Thomas Carlyle in 1840

b.Assumption of this theory is “Leader are born and not made”

c.Example:- Shivaji Maharaj

c. Some of the qualities :-

i. Intelligenceii. Ambition and energyiii. Personalityiv. knowledge

a. This theory introduced by Gordon Allport in 1936

b. Assumption of this theory is "Leader need not always be born, but can be made also”

2. Trait theory of leadership :-

a. Assumption1 of this theory is “leader are not completely in born, but also can be acquired from learning and experience”

b. Assumption2 of this theory is “Specific behavior differentiates leaders from non leader”

c. This theory conduct two research1. Ohio Studies at Ohio state University,

USA2. Michigan Studies at University of

Michigan during 1945-47

Behavioral theory :-

HIGH CONSIDERATION AND LOW STRUCTURE

HIGH CONSIDERATION AND HIGH STRUCTURE

LOW CONSIDERATION AND LOW STRUCTURE

LOW CONSIDERATION AND HIGH STRUCTURE

CONSIDERATION(RELATIONSHIP BEHAVIOUR)

INITIATING STRUCTURE (TASK BEHAVIOUR)

OHIO STUDIES:LEADERSHIP

LOW HIGH

HIGH

UNIVERSITY OF MICHIGAN STUDIES :-

Rensis Likert

Employee Oriented

Job Oriented

LIKERT’S MANAGEMENT SYSTEMS :-

His systems are :-

System 1 Exploitative – Authoritative

System 2 Benevolent – Authoritative

System 3 Consultative – Authoritative

System 4 Participative - Democratic

THE MANAGERIAL GRID THEORY :-

Robert Blake Jane Mouton

THE MANAGERIAL GRID THEORY :-

1.9 9.9(country club) (TEAM)

5.5 (MIDDLE OF THE ROAD)

1.1 9.1(IMPROVERISHED) (TASK)

987654321

1 2 3 4 5 6 7 8 9

CONCERN FOR THE PEOPLE

CONCERN FOR PRODUCTION HIGH

HIGH

LOW

Situational Factors :-

a. Force in the leader

b. Force in group

c. Other situational force

d. Leadership continuum

SITUATIONAL LEADERSHIP :-

HERSEY AND BLANCHARD’S SITUATIONAL THEORY :-

RELATIONSHIP BEHAVIOUR

TASK BEHAVIOUR

DELEGATION

PARTICIPATION SELLING

TELLING

(LOW) (HIGH)

(HIGH)

(LOW)

a. The path goal theory originally developed by Martin Evans in the year 1970.

b. The path goal theory founded on the belief that it is the Leader’s job to assist followers in attaining their goals and to provide necessary direction or support to ensure that their goals are compatible with the overall objective the group or organization.

PATH GOAL THEORY :-

Path-Goal Theory :-

a. Directive leadership :- leader gives instructions, expectations, time lines, rewards norms, clarify the rules and regulation as applicable and monitor their performance

b. Supportive Leadership :- leader is friendly and approachable, attends to the well being of subordinates, and treats everyone as equals

c. Participative Leadership :- leader invites subordinates to give ideas, share opinions and integrates their suggestions into the decision making process

d. Achievement-Oriented Leadership :- leader challenges subordinates to perform at the highest level possible. Leader has high standards of excellence and seeks continuous improvement.

Leadership Behaviors :-

How Does Path-Goal Theory Work?

a. The leader’s job is to help subordinates reach their goals by directing, guiding, and coaching them along the way

b. Leaders must evaluate task and subordinate characteristics and adapt leadership style to these

c. The theory suggests which style is most appropriate for specific characteristics

Transformational Leadership :-

a. Transformational theory developed by James MacGregor Burns(1978)

b. According to Burns, transforming leadership is a process in which "leaders and followers help each other to advance to a higher level of morale and motivation".

ADDITIVE EFFECT OF TRANSFORMATIONAL LEADERSHIP

TRANSFORMATIONAL LEADERSHIP FACTORS THE FOUR I’S :-

a. Idealized Influence - describes leaders who act as strong role models for followers. Followers identify with these leaders and want very much to emulate them.

b. Inspirational Motivation - leaders who communicate high expectations to followers and inspire them through motivation to become committed to and a part of the shared vision.

c. Intellectual Stimulation - leadership that stimulates followers to be creative and innovative and to challenge their own beliefs and values as well as those of the leader.

d. Individual consideration - leaders who provide a supportive climate in which they listen carefully to the individual needs of the followers.

TRANSFORMATIONAL LEADER HAVE THE FOLLOWING BEHAVIOR :-

• Model of integrity and fairness

• Known for setting clear goals

• Have high expectation

• Encourage the followers

• Provide support and recognize the followers

• Stir the emotions of the people

• Get people to look beyond their self-interest

Transformational Theory :-

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