Group dynamics and leadership are discussed. Group dynamics concern how groups are formed, their structure, and processes. Groups go through stages of forming, storming, norming, performing, and adjourning. Leadership is about motivating a group to achieve a common goal. Leaders create a vision while managers focus on goals. Leaders embrace change and risk while managers maintain the status quo and control risk. Leaders build relationships and coach people while managers focus on systems and direct people.

1. 3. GROUP AND
TEAM DYNAMICS

2. Group
◦ a number of people or things that are put together or considered as a unit:
◦ I'm meeting a group of friends for dinner tonight.
◦ The car was parked near a small group of trees.
◦ She showed me another group of pictures, this time of children playing.
◦ A group can be defined as several individuals who come together to accomplish a
particular task or goal.

3. Meaning of Group Behavior
◦ A group is several people or things that are connected with one-another e.g. family,
tribe, association or organization.
◦ Behavior is anything a person or animal does that can be observed in some ways or
noticed. It can include feelings, attitudes, thoughts and mental processes.
◦ Group behavior is the attitude, feeling and thought of a collection of people that can
be observed or noticed. It is guided by some rules and regulations which may or may
not be so with the individual.
◦ Types of Group Behavior
◦ Group behavior can be classified into two, namely;
◦ mass action
◦ communal labor

4. ◦ Mass Action: it is the reaction of the people towards a government action or inaction
through peaceful protests or violent demonstration.
◦ They can also write letters of commendation or condemnation to the government or
its agencies on the issue at stake.
◦ Communal Labour: this refers to a situation where people in a group jointly carry out a
task beneficial to the entire society, especially in the provision of social amenities and in
improving the quality of life in the area.
◦ For example, formation of vigilante groups by people on the same street to deter
armed robbers etc.

5. What is Group Dynamics?
◦ Group dynamics deals with the attitudes and behavioral patterns of a group.
◦ Group dynamics concern how groups are formed, what is their structure and which
processes are followed in their functioning.
◦ Thus, it is concerned with the interactions and forces operating between groups.
◦ Group dynamics is relevant to groups of all kinds – both formal and informal.

6. Process/Stages of Group Development/Evolution
◦ Group Development is a dynamic process. How do groups evolve? There is a process of five
stages through which groups pass through.
◦ The process includes the five stages: forming, storming, forming, performing, and adjourning.

8. ◦ Forming:
◦ The first stage in the life of a group is concerned with forming a group. This stage is characterized by
members seeking either a work assignment (in a formal group) or other benefit, like status,
affiliation, power, etc. (in an informal group). Members at this stage either engage in busy type of
activity or show apathy.
◦ Storming:
◦ The next stage in this group is marked by the formation of dyads and triads. (The most basic,
fundamental type of social group that consists of only two people is called a dyad. If you add another
person to a dyad, it becomes a triad. ) Members seek out familiar or similar individuals and begin a
deeper sharing of self. Continued attention to the subgroup creates a differentiation in the group and
tensions across the dyads / triads may appear. Pairing is a common phenomenon. There will be
conflict about controlling the group.
◦ Norming:
◦ The third stage of group development is marked by a more serious concern about task performance.
The dyads/triads begin to open up and seek out other members in the group. Efforts are made to
establish various norms for task performance.
◦ Members begin to take greater responsibility for their own group and relationship while the authority
figure becomes relaxed. Once this stage is complete, a clear picture will emerge about hierarchy of
leadership. The norming stage is over with the solidification of the group structure and a sense of
group identity

9. ◦ Performing:
◦ This is a stage of a fully functional group where members see themselves as a group and get
involved in the task. Each person makes a contribution and the authority figure is also seen as a
part of the group. Group norms are followed and collective pressure is exerted to ensure the
Process of Group effectiveness of the group.
◦ The group may redefine its goals Development in the light of information from the outside
environment and show an autonomous will to pursue those goals. The long-term viability of the
group is established and nurtured
◦ Adjourning:
◦ In the case of temporary groups, like project team, task force, or any other such group, which
have a limited task at hand, also have a fifth stage, This is known as adjourning.
◦ The group decides to disband. Some members may feel happy over the performance, and some
may be unhappy over the stoppage of meeting with group members. Adjourning may also be
referred to as mourning, i.e. mourning the adjournment of the group.
◦ The readers must note that the four stages of group development mentioned above for
permanent groups are merely suggestive. In reality, several stages may go on simultaneously.

11. Primary and Secondary Groups
◦ In terms of face to face or indirect interaction between the parties, groups can be bifurcated as follows:
◦ Primary Group: The group where an individual directly interacts with other members is termed as the
primary group. It is responsible for the initial learning and social behaviour of an individual.
◦
Secondary Group: When a person in a group is indirectly associated with or influenced by other
members, he/she is said to be in a secondary group.

12. Formal and Informal Groups
◦ We can categorize the groups into two major classes according to the purpose it serves. Whether it is for
fulfilling an organizational objective or for meeting the self-interest of the members.

13. ➢ Formal Groups
◦ When people collaborate to attain the organizational goals or objectives, they are said to
form a formal group.
◦ Following are the three major types of formal groups existing in an organization:
◦ Command Group: As a result of hierarchical arrangement in an organization, a command
group is made of the superiors and their subordinates representing the flow of command or
orders from top to bottom level.
◦ Task Group: A group which includes individuals with different skills and knowledge, to
successfully carry out the assigned project, is called as a task group.
◦ Committees: For the special assignments or projects, a group is formed by appointing the
specialists or people with superior knowledge; which is termed as a committee. After the
project responsibilities are executed successfully, the members can disassociate from the
committee.

14. ➢ Informal Groups
◦ When the individuals associate with one another to serve their common interest or for self-satisfaction,
they are known to form an informal group. Some of the most common informal groups are:
◦ Interest Groups: The individuals who join hands for a common purpose (related to self-interest) create
an interest group.
◦ Friendship Groups: The group which is formed as a result of personal choice by the individuals who are
already familiar and feel comfortable with one another, is called a friendship group.
◦ Cliques: In a workplace, few colleagues join hands to form a small group (usually with two to six
members) to share ideas and thoughts on their mutual interest.
◦ Sub-cliques: When a clique comprises of few organizational employees along with some non-employees
(who are associated with the other members in either way), it termed as a sub-clique.

15. ➢ Sayles’ Classification of Groups: L.R. Sayles categorized the groups into the following types depending
upon the degree of pressure prevalent in each:
1.Apathetic Groups: The group in which the leader does not pressurize the members; moreover,
leadership is hardly widespread; it is termed as an apathetic group. Usually, it is formed by the lower-
level workers who are unskilled and work on low wages.
2.Erratic Groups: When the people belonging to a group gets enraged quickly and similarly calms down,
they are said to be in an erratic group. Such a group comprises of semi-skilled workers who perform task
desiring communication between them.
3.Strategic Groups: Such a group includes skilled workers, who hold various job positions to execute the
independent technological task. These members have the skills of systematically applying pressure on
the management and the other groups, by framing a suitable strategy.
4.Conservative Groups: The group which comprises of the stable and highly skilled individuals or
professional, who have extreme powers to regulate the functioning of the organization, is called as a
conservative group.

16. ➢ Membership and Reference Groups
◦ We can also distinguish between the different groups by the need for official registration of the
members, into the following two categories:
◦ Membership Group: A group in which the members must get themselves registered and acquire a
membership card or certificate for becoming a part of it, is termed as a membership group.
◦ Reference Group: It may not be a real association of individuals, an illusionary group to which an
individual relates himself/herself due to the same profession or other similar attributes is called a
reference group.
➢ Small and Large Groups
◦ Based on the number of members involved in a group, we can classify it as follows:
◦ Small Group: Small groups consist of as little as three to ten members. Such groups are usually well
managed and organized.
◦ Large Group: The groups made up of more than ten members are considered to be large groups. These
massive groups are challenging to handle and unsystematic at times.

17. ➢Organized and Unorganized Groups
◦ Given below is the categorization of the groups in terms of its structure and bonding among the group members:
◦ Organized Group: When the individuals belonging to a particular discipline work together systematically as a team by
supporting each other, they are said to be in an organized group.
◦ Unorganized Group: The disorganized group is not formed purposefully. Instead, the individuals just happened to fall
into a single group where they neither have any attachment to one another nor have any belongingness.
➢In and Out-going Groups
◦ We can also distinguish among groups according to the belongingness and involvement of the individuals, as below:
◦ In-Group: A group where an individual is socially active and adopts strong values from the other members is termed
as an in-group.
◦ Out-going Group: The other groups, except the prevalent in-group, where no inter-group exchange of values is
facilitated is termed as out-going groups.
➢Accidental and Purposive Groups
◦ The purpose of the group formation provides a basis for its classification into the following two categories:
◦ Accidental Group: When a group is formed coincidently or unknowingly, that too without any purpose, it is known as
an accidental group.
◦ Purposive Group: The group which is made for a definite reason or aim of task fulfilment is termed as a purposive
group.

18. ➢ Open and Closed Groups
◦ Based on the scope for entry and exit of the members in a group, it can be distinguished as follows:
◦ Open Group: The group where the new individuals can freely enter and old members can exit anytime, is known as an
open group.
◦ Closed Group: The restricted group where no further entries are entertained, is called as a closed group.
➢Temporary and Permanent Groups
◦ A group can be formed for a short period or a long duration. Let us now discuss the two categories of groups based on
these criteria:
◦ Temporary Group: When the individuals come together for a particular project or task accomplishment, they are
known to be in a temporary group. Such a group disintegrates after the successful performance of the task.
◦ Permanent Group: Such groups represent a long-term association of the group members. Here, people belonging to a
particular organization are known to be in a single group.
➢ Nominal and Non-performing Groups
◦ Based on the need for action, groups can also be bifurcated into the following types:
◦ Nominal Group: The group in which the members are involved in problem-solving, take up challenges and carry out
operations, is termed as a nominal group.
◦ Non-performing Group: Whenever the individuals are put together in a single group, just on a sheet of paper;
however, they need not carry out any task, they tend to be in a non-performing group.

19. Differences between Formal Group and Informal Group
Basis for Comparison Formal Group Informal Group
Meaning
Groups created by the
organization, to accomplish
a specific task, are known as
Formal Groups.
Groups created by the
employees themselves, for
their own sake are known as
Informal Groups.
Formation Deliberately. Voluntarily
Size Large. Comparatively small.
Life
It depends on the type of
group.
It depends on the members.
Structure Well Defined. Not well defined.
The importance is given to Position. Person.
Relationship Professional. Personal.
Communication Moves in a defined direction. Stretches in all the directions.

20. Leadership
◦ Leadership is the art of motivating a group of people to act toward
achieving a common goal.
◦ In a business setting, this can mean directing workers and colleagues with a strategy to
meet the company's needs.
◦ What Is Leadership?
◦ Leadership captures the essentials of being able and prepared to inspire others.
◦ Effective leadership is based upon ideas—both original and borrowed—that are effectively
communicated to others in a way that engages them enough to act as the leader wants them to act.

21. ◦ What is Leadership
◦ Leadership is a process by which an executive can direct, guide and influence the behavior and
work of others towards accomplishment of specific goals in a given situation.
◦ ability of a manager to induce the subordinates to work with confidence and zeal.
◦ the potential to influence behaviour of others. It is also defined as the capacity to influence a
group towards the realization of a goal.
◦ Leaders are required to develop future visions, and to motivate the organizational members to
want to achieve the visions.
◦ According to Keith Davis, “Leadership is the ability to persuade others to seek defined
objectives enthusiastically. It is the human factor which binds a group together and motivates it
towards goals.”

22. Managers V/s Leaders
◦ The main difference between leaders and managers is that leaders have people follow them while
managers have people who work for them.
◦ Here are nine of the most important differences that set leaders apart:
1. Leaders create a vision, managers create goals.
◦ Leaders paint a picture of what they see as possible and inspire and engage their people in turning that
vision into reality. They think beyond what individuals do. They activate people to be part of
something bigger. They know that high-functioning teams can accomplish a lot more working together
than individuals working autonomously.
◦ Managers focus on setting, measuring and achieving goals. They control situations to reach or exceed
their objectives.
2. Leaders are change agents, managers maintain the status quo.
Leaders are proud disrupters. Innovation is their mantra. They embrace change and know that even if
things are working, there could be a better way forward. And they understand and accept the fact that
changes to the system often create waves.
Managers stick with what works, refining systems, structures and processes to make them better.

23. 3. Leaders are unique, managers copy.
◦ Leaders are willing to be themselves. They are self-aware and work actively to build their
unique and differentiated personal brand. They are comfortable in their own shoes and willing
to stand out. They’re authentic and transparent.
◦ Managers mimic the competencies and behaviors they learn from others and adopt their
leadership style rather than defining it.
4. Leaders take risks, managers control risk .
◦ Leaders are willing to try new things even if they may fail miserably. They know that failure is
often a step on the path to success.
◦ Managers work to minimize risk. They seek to avoid or control problems rather than embracing
them.
5. Leaders are in it for the long haul, managers think short-term.
◦ Leaders have intentionality. They do what they say they are going to do and stay motivated
toward a big, often very distant goal. They remain motivated without receiving regular rewards.
◦ Managers work on shorter-term goals, seeking more regular acknowledgment or accolades.

24. 6. Leaders grow personally, managers rely on existing, proven skills.
◦ Leaders know if they aren’t learning something new every day, they aren’t standing still, they’re
falling behind. They remain curious and seek to remain relevant in an ever-changing world of
work. They seek out people and information that will expand their thinking.
◦ Managers often double down on what made them successful, perfecting existing skills and
adopting proven behaviors.
7. Leaders build relationships, managers build systems and processes.
◦ Leaders focus on people – all the stakeholders they need to influence in order to realize their
vision. They know who their stakeholders are and spend most of their time with them. They
build loyalty and trust by consistently delivering on their promise.
◦ Managers focus on the structures necessary to set and achieve goals. They focus on the
analytical and ensure systems are in place to attain desired outcomes. They work with
individuals and their goals and objectives.

25. 8. Leaders coach, managers direct.
◦ Leaders know that people who work for them have the answers or are able to find them. They
see their people as competent and are optimistic about their potential. They resist the
temptation to tell their people what to do and how to do it.
◦ Managers assign tasks and provide guidance on how to accomplish them.
9. Leaders create fans, managers have employees.
◦ Leaders have people who go beyond following them; their followers become their raving fans
and fervent promoters – helping them build their brand and achieve their goals. Their fans help
them increase their visibility and credibility.
◦ Managers have staff who follow directions and seek to please the boss.

26. 9 Types of Leadership Styles
1. Transactional Leadership
◦ As the name suggests, this is strictly a give and take mechanism on leadership. It is through dishing out tasks with rewards and
penalties attached to them.
◦ Transactional leadership is a superb source of motivation to get things done and keep the workforce happy at the same time.
It is also an excellent way for the fair rewards and recognition program of a company and is highly directive.
◦ Characteristics of Transactional Leadership Style
◦ This type of leadership thrives on performance based on different sources of motivation. This group's leaders get the best out
of a team through intrinsic and extrinsic sources of employee motivation. It can be rewards, incentives, employee promotion
considerations, etc.
◦ Transactional leadership is prone to micromanagement. It is because the management is straightforward in its tasks and
processes. It brings scrutiny, which can result in working under micromanagers.
◦ The leaders who follow this genre are practical in their approach. They know how to get things done, drive people, and solve
problems with a pragmatic approach.
◦ A transactional approach can hinder creativity at work because it is very straightforward in its system. It eliminates the
creative inputs of the workers.
◦ Pros:
◦ Transactional leadership diminishes confusion and guesswork, as the leader cites everything. It is also very motivating from the
employees’ point of view.
◦ Cons:
◦ Because this style is traditional in its set guidelines, it may halt innovation and creativity.

27. 2. Transformational Leadership
◦ This leadership style rides on the concept of transforming existing processes into something better. Individuals
following this style are always on the lookout for innovations to bring into the business processes.
◦ Transformational leaders inspire and empower employees to better themselves and the company. Unlike transactional
style, this promotes and gives total autonomy to let the employees’ creative juices flow.
◦ Characteristics of Transformational Leadership Style
• The leaders of this style are great visionaries in their field. Due to their desire to seek innovations, they are often the
pioneers of the different industries.
• This style relies on better workplace communication. In this form of leadership, there occurs an impeccable example
of communication. It is because this type depends on finding better options through brainstorming and giving equal
importance to all.
• Transformational leadership is also an excellent way of engaging workers. It has positive effects on employee input,
career development, employee satisfaction, etc.
• There is also a certain appetite for risk in this leadership style type. This is because leaders are always on the lookout
for better ways. It means going out of one's comfort zone.
◦ Pros:
This style encourages a high level of trust in the workforce’s' abilities and helps them come up with new ideas towards
a common goal. Creativity is let loose in transformational leadership.
◦ Cons:
Since this style is always on the lookout for better ways, things may get unstable. It can result in confusion in the
processes and among employees.

28. ◦ 3. Servant Leadership
◦ The servant leadership model runs on the motto of serving others. Rather than leading a workforce, individuals think of
ways on how to make things better for their workforce. The servant leaders operate on the idea of service first, lead later.
◦ This style is a favorite among the workers, and works wonders for employee morale and employee experience.
◦ Characteristics of Servant Leadership Style
• Servant leadership always has a high degree of empathy. Their leaders can relate to the hardships of a team and work
out ways to solve it. For this matter alone, it is one of the most favorites of all workers.
• This style has a high degree of awareness toward a team. Leaders of this category are great listeners, which gives them
a better understanding of their team. It helps to lead the group towards greater success.
• Leaders of this genre can also be very persuasive at times. It is because these leaders almost always have the approval
of the team and the followers.
• This type of leadership facilitates community building within the team. Here, leaders can bring people together towards a
common goal.
◦ Pros:
This leadership style type creates a fair increase in employee loyalty and engagement. It also helps in strengthening
the employer-employee relationship and trust among the parties.
◦ Cons:
A servant leadership model can be tough at times. This is because it always requires thinking about others rather than
oneself. This selfless trait of always putting others' needs ahead of one’s own is not easy at all times.

29. 4. Democratic Leadership
◦ this style focuses on giving a voice to everyone concerned. An individual following this style takes into
account the opinions of all those matters. This process is put into effect regardless of the status and
ranks of individuals.
◦ Democratic leaders emphasize the inputs and ideology of workers. Because of its employee
empowerment nature, the business world also calls it as "participative leadership." In this style, leaders
don't give orders but instead work together collaboratively.
◦ Characteristics of Democratic Leadership Style
◦ This leadership style emphasizes the aspect of equality in the workplace. Followers of this style take all
inputs into account, irrespective of ranks.
◦ There is a free flow of opinions in this management style. It acknowledges and discusses views on all
critical issues of the business.
◦ There is a high degree of creativity in a democratic style of management. It leads to a healthy
exchange of ideas that paves the way for new ideas and innovation.
◦ These traits above mean that there is a scope of better engagement in the democratic leadership
style.
◦ Pros:
◦ Democratic leadership style promotes empowerment, creativity, participation, and innovation in the
workplace. This helps with the job satisfaction level of the employees.
◦ Cons:
◦ This leadership style can be lengthy at times since the decision-making process includes the opinions of
all concerned. The processes involved in getting these inputs can also be costly at times.

30. 5. Autocratic Leadership
◦ In simple terms, this style is the complete opposite of the democratic leadership model. Leaders following this
regime seem to be rigid in their ways with no space for change. Here, the individuals assume all the power to
themselves and make the decisions as they see fit.
◦ An autocratic leader gives out instructions on the tasks a team needs to do and how. This style limits the creativity
of the working staff to try new things.
◦ Characteristics of Autocratic Leadership Style
• The window for creativity in this style of management is very minimal. It is because all the decisions are made by
one person in power only. This harms engagement, as well.
• It provides leaders with a greater power to operate in ways they see fit. This can be helpful in some critical
situations, but this can also give rise to micromanagement.
• There occurs a colossal lack of trust in this leadership style on the subordinates. It is why the power to make all the
decisions lie in the hands of the leader. This harms employee loyalty to a vast extent.
• Due to its lack of inputs from the team, this type also suffers from a lack of creativity.
◦ Pros:
The decisions in this style take less time since it is just one person's opinion. Also, because this model comes with
clear instructions, it cuts out the chances of confusion.
◦ Cons:
In autocratic leadership, employees feel ignored and unheard of their opinions. This lessens their employee
engagement level.

31. 6. Laissez-Faire (Delegative) Leadership
◦ "Laissez-Faire" is a French term meaning leave it be. This syle of leadership
rejects micromanagement and gives employees the freedom to work by themselves. Followers of this
style don't bother with scrutinizing the team members but instead trusts them to do the job well.
◦ To balance out the lack of participation, leaders in this concept provide its team with the resources and
tools needed to work well.
◦ Characteristics of Laissez-Faire Leadership Style
• This management style works by allowing greater employee autonomy. It subsequently adds to more
creativity in the workplace. This also helps build better independent workers.
• Constructive feedback is a vital component of this leadership style. Leaders of this type offer effective
feedback on the work of the employees. Since there is low participation of the leaders in the employees'
work, it helps balance things.
• Because of its attitude of leaving a workforce to work out solutions, there occurs a lack of communication.
Though the leaders take full responsibility for the workers' actions, they prefer to remain on the sidelines
during a project.
• By trusting in its team members' ability, there is also a better sense of loyalty in this management style.
◦ Pros:
The Laissez-Faire leadership style type promotes trust and independence in the workplace.
◦ Cons:
If a particular team isn't well versed with itself, this model can be chaotic initially.

32. 7. Bureaucratic Leadership
◦ This leadership style operates with a series of rigid rules. Bureaucratic leaders always follow a specific
command chain and stick to those at all times. The government of a nation mostly follows a leadership of
such form.
◦ Characteristics of Bureaucratic Leadership Style
• This management style follows a proper chain of command in its working. It helps ensure structure in the
organization.
• A management approach of this sort is also very well-organized. Leaders here delegate the tasks as per
ranks for better results and accountability.
• Bureaucratic leaders are very strong-minded and courageous in their approach. It is because the
organizations in these situations are pretty huge. In this scenario, it requires a strong leader leading from the
front.
• Because of its rigid rules and chain of command, creativity does get lost at times.
◦ Pros:
Bureaucratic leadership is like a well-oiled machine where it follows the same regime everything. This
eliminates confusion and maintains consistency all the way.
◦ Cons:
A leadership style, as such, can be very rigid at times. This rigidity restricts the level of creativity in the
process.

33. 8. Charismatic Leadership
◦ The leaders of this style are masters of communication, persuasion with a sense of charm. Charismatic
leaders are a valuable asset in the growth of a company and facing a crisis. By forming a deep
understanding of people around, they can tilt things in their favor easily.
◦ Characteristics of Charismatic Leadership Style
• The leaders following this type of leadership are very confident in their approach. They rarely have any
self-doubt about their decisions and possess a very influential personality.
• This leadership style also embodies excellent communication. It helps leaders be aware of a team and
find solutions to answers. This also allows the leaders of this genre to be very persuasive in their
management style.
• The charismatic style of leadership also builds some of the great visionaries in the industry. These
leaders' will to look forward and derive results with their commanding personality often sets them apart.
• Employees of an organization can feel comfortable in a charismatic approach. It is because leaders of
this style are great from a worker's viewpoint. They are great listeners, risk-takers, have an innovative
approach, etc.
◦ Pros:
Charismatic leadership promotes creativity, teamwork, employee motivation, and a great sense of
unity.
◦ Cons:
Sometimes, leaders of this form can be self-centered and get an acknowledgment of being shallow.

34. 9. Coaching Leadership
◦ As the name suggests, this leadership style stands its ground by mentoring workers. They are usually experts
in their field of interest and are great communicators. This makes them perfect for coaching the workers
towards greatness.
◦ Characteristics of Coaching Leadership Style
• This leadership style is excellent for employee engagement. It is because this improves employee training
and development. This is always crucial from a worker's viewpoint to grow a career.
• Coaching leadership promotes better communication as a result of mentoring. It makes for great
communicators in the workplace, which is vital in all cases.
• The leader of this style also requires excellent interpersonal skills. It is so because a mentor must also be
understanding rather than just being knowledgeable.
• Coaching leadership is vital in situations like new hires. A coaching mentality will help them adjust well and
learn the work quickly. Understanding all the points above, it is a crowd-favorite as well.
◦ Pros:
It is great for employee engagement, training, workplace communication. Because of its mentoring nature,
most workers will idolize the leaders as well.
◦ Cons:
In a situation where the team is big, it can get troublesome at times. Since it is of a coaching nature, deriving
results can take time while righting the wrong by oneself.

36. The Great Man Theory:
◦ Thomas Carlyle proposed the Great Man Theory in the 1840s, and it merely believes that leadership is
an inherent trait of a person who is destined to become a great leader by birth and they prove
themselves when the great need arises. In other words, some people are born to become leaders and
leadership is a heroic act.:
Criticism: This theory was criticised or questioned due to the following reasons:
• It was a male-centric approach when women have proved to be great leaders too.
• This theory explains that leadership cannot be learned or taught it’s an inherent trait.
• There is no scientific validation to support this theory.
• It neglected the environmental and situational factors which affect the leadership process.

37. The Trait Theory:
• Ralph M. Stogdill proposed the trait theory of leadership in the late 1940s; he explained that an individual must
possess the key personality traits and characteristics to be an effective leader and these traits are inherent by birth.
Some of the core leadership traits based on this theory can be categorised as follows:
• Physiological traits: Height, weight, structure, colour, appearance and so forth.
• Socioeconomic characteristics: Gender, religion, marital status, age, occupation, literacy and earnings.
• Personality traits: Extraversion, self-confidence, patience, agreeable, reliable, honesty and leadership motivation.
• Intellectual traits: Decisiveness, intelligence, judgemental ability, knowledge and emotional attribute.
• Task-related traits: Attainment drive, dedication, initiative, determination and business expertise.
• Social characteristics: Socially active, cordiality and cooperation.
• Some of the other traits being charisma, adaptiveness, creativity, uniqueness.
◦ This theory was criticised since it neglected the environmental factors which may not always remain the same. The list
of traits is quite vast and keeps on changing from time to time. It was unable to explain failures despite possessing the
certain traits specified in the theory. Moreover, of the identified traits can be acquired through learning and training.

38. Behavioural Theory:
◦ The behavioural theory of leadership evolved in the 1950s. After understanding that the personal traits of a
leader are essential for effective leadership, the researchers were now keen to know that what leaders do to
become effective leadersThus, they now focussed on the leader’s behaviour rather than traits. To study the
behaviour of leaders, two major research programs were started by two different universities namely, the Ohio
State Leadership Studies and the University of Michigan Studies.
• The Ohio State University Studies: A group of researchers at Ohio State University prepared a questionnaire to
be surveyed in military and industrial setups, to determine the perception of the subordinates for the actual
behaviour of their leaders. From their findings, the researchers identified two major categories of leader
behaviour:
• Consideration: The leaders are attentive towards their subordinates and build up an excellent
inter-personnel relationship with them. They are very supportive and friendly. This was
termed as ‘people-oriented behaviour’.
• Initiating structure: The leaders are majorly concerned about the achievement of goals and
schedule and structure work accordingly. For such leaders, subordinates are just resources,
and they have to make the optimal utilisation of them. This was termed as ‘task-oriented
behaviour’.

39. The University of Michigan Studies:
◦ This study is based on how the leader’s behaviour is related to group performance. Researchers made a
comparison of effective managers with the ineffective ones and found that the two can be discriminated
on the basis of their behaviour, i.e. job-centric behaviour and organisational-member centric
behaviour.The study further resulted in the identification of four additional behaviours essential for
effective leadership which are:
• Support
• Goal emphasis
• Work facilitation
• Interaction facilitation

40. Blake and Mouton’s Leadership Grid:
◦ Robert R. Blake and Jane S. Mouton gave the Leadership/Managerial Grid Theory and discovered the five
different styles of leadership by categorising the managers into 81 possible ways arising out of the
combination of rating depending on two variables, concern for people and concern for results.Following
are the various styles of Leadership according to this model:
• Indifferent: Neither the attention is paid towards the work, nor towards the employees, it is the most
ineffective style of leadership.
• Controlling or the country club: All that matters is the well-being of the staff.
• Accommodating or task oriented: All that matters is production and output.
• Status Quo or balance: Moderate and equal importance and attention are given to work as well as
employee welfare.
• Sound: A high level of concern is shown towards both, the output as well as the employees, it is the most
effective style of leadership.

42. Contingency Theory
◦ Contingency theories of leadership state that effective leadership comprises of all the three factors, i.e.
traits, behaviour and situation. A leader’s behaviour varies as per the situation. To support this theory of
leadership various models were developed, and multiple studies were conducted in this direction.

43. Fred Fiedler’s Contingency Model:
◦ Dr Fred E. Fiedler tried to explain that the performance of a group or team is banked on the pleasant and
unpleasant situations and style of leadership.Leadership style can be assessed with the help of Least
Preferred Co-worker (LPC) scale. It is a technique in which a leader is asked to think of a person whom
they least like to work with and score them on different bipolar scales.
◦ For instance: Friendly-unfriendly, Efficient-inefficient, Cooperative-uncooperative, etc
• Fiedler’s findings:
• Leader’s Traits: On the basis of the LPC Scale, a leader’s style of leadership can be determined. If a leader scores
high on the LPC scale, that means he is highly relationship-oriented and treats even the least preferred co-
worker generously.If he scores low on the LPC scale, he is a task-oriented leader prioritising the work and
performance.
• Situational factor: Leaders manage to perform effectively in the favourable situations. They feel that they have
control and command over the group of employees in such situations.
• Situation Matches: Fiedler gave a Contingency Model named Leader Situation Matches in which he explained
that leadership style could be either task-oriented or people-oriented, based on the favourableness of the
situation.

44. Hersey Blanchard Situational Theory:
◦ The Hersey-Blanchard Situational Theory states that the style of leadership depends upon the maturity of
the subordinates; accordingly the following four styles were developed:

45. • Telling: When a new person enters the organisation, he has to be told everything, i.e. he is given training
and orientation to make him understand the task to be performed.
• Selling: The leader leads by providing social and emotional support to the subordinates and convincing
the groups to give maximum output.
• Delegating: The leaders are least concerned about and hardly interferes with the execution of the tasks.
They are not even concerned about the subordinates and their issues.
• Participating: It is a democratic style where subordinates are allowed to participate in the decision-
making process. Here, the leader is less focussed on the achievement of objectives.

46. Evans and House Path-Goal Theory
◦ The Path-Goal Theory was proposed by Robert J. House and Martin Evans in 1970s.This theory pro-
founded that leader’s noticeable behaviour, and the situation in which he is placed are inter-connected.
To increase the organisation’s effectiveness, the managers should either match the situation with the
leader’s behaviour or change his behaviour according to the situation in which he is placed. This theory
focused on the need for flexibility while adopting different leadership styles in different situations.
◦ The situational factors involved are Subordinate characteristics and Organisational environment. This
model emphasised four different behaviours of a leader:
• Directive
• Supportive
• Participative
• Achievement-Oriented

47. Vroom-Yetton-Jago Decision-Making
Model:
◦ This model suggested that leadership style varies on the basis of the decision-making ability of the
leaders in different situations. Leadership style was merely based on the degree of employee’s
contribution and activeness in the decision-making process.The various aspects taken into consideration
were decision timeliness, decision acceptance and the decision quality. Following are the Leadership
Styles derived out of this model:

48. • Autocratic (AI): The leader solely decides with the available information.
• Autocratic (AII): This is stringic autocratic leadership style where the leader takes the opinion of group
members to gather more information but may or may not share the final decision with the group
members.
• Consultative (CI): The leaders consult with the group members to explore opinions but solely takes the
decision.
• Consultative (CII): The leaders consult with the group members to explore opinions and also invites
suggestions but solely takes the decision.
• Collaborative (GII): The leader allows the group to take their own decisions collectively and plays a
supportive role in the process.

49. • Cognitive Resource Theory: This theory explains that if the leader is
experienced he will be able to perform effectively even under the
stressful situations whereas an intelligent leader performs well in less
stressful situations.
• Strategic Contingencies Theory: This theory says that the effectiveness of
a leader depends upon his problem-solving skills and ability to handle
critical situations and make decisions wisely. A person with better
problem-solving skills can secure his position and cannot be easily
replaced.
◦

50. Charismatic Leadership Theory:
◦ This theory believes that a leader must possess some extraordinary and exceptional qualities to become
an effective leader. Such leaders lead by their key traits i.e.

51. • Envisioning/Foreseeing: Leaders foresees future possibilities and create a vision accordingly, usually
having high expectations and dreams.
• Energizing/Empowering: Leaders are highly enthusiastic, proactive, energetic and confidently aiming
towards success.
• Enabling/Guiding: Leaders provide complete support and guidance and show compassion and trust in
followers. Such leaders are highly focussed and committed towards their goal accomplishment.
• Transactional Leadership Theory: Transactional Leadership Theory emphasises the realisation of a
desired outcome and result. The leaders motivate the followers by way of a reward system, i.e.
rewarding the performers and punishing the non-performers.The theory emphasises maintaining a
cordial relationship with the followers, leaders and followers must work mutually to meet organisational
goals.

52. Transformational Leadership Theory
◦ The transformational theory states that a leader is effective only if he can transform or change the
perceptions, behaviour and expectations of the followers and direct them towards a common goal
which will lead to the accomplishment of the leader’s vision. Such leaders have a charismatic and
influential personality.Following are the key factors behind Transformational Leadership:
• Psychological transformation: Bring about a change in the perception and mindset of the follower.
• Influential: Creates a strong impact on the followers.
• Motivational: Generates positive energy within followers.
• Inspirational: Encourages them to achieve something.
• Individual impact: Creates a powerful effect on the behaviour and perception of the followers.

53. THANK YOU