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Leadership, its styles_&_leadership_theories...


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This topic come under the syllabus of MBM first semester organisational behaviour...
Under this this topic is the detailed explanation of leadership , it's styles & theories.

Published in: Leadership & Management
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Leadership, its styles_&_leadership_theories...

  1. 1. “The ability to influence a group toward the achievement of goals.” -Robbins
  2. 2. In an autocratic leadership style, the person in charge has total authority and control over decision making. By virtue of their position and job responsibilities, they not only control the efforts of the team, but monitor them for completion –often under close scrutiny.
  3. 3. The democratic leadership style is a very open and collegial style of running a team. Ideas move freely amongst the group and are discussed openly. Everyone is given a seat at the table, and discussion is relatively free-flowing.
  4. 4. Laissez-faire leadership, also known as delegative leadership, is a type of leadership styple in which leaders are hands-off and allow group members to make the decisions. Laissez-faire leadership is characterized by: • Very little guidance from leaders • Complete freedom for followers to make decisions • Leaders provide the tools and resources needed • Group members are expected to solve problems on their own
  5. 5. Paternalistic leadership is a managerial approach that involves a dominant, male father figure who takes complete charge of the employees, his subordinates, in an organization. In return, employees show their trust, loyalty and obedience. This style of leadership is fairly similar to autocratic, or authoritarian, leadership, with the only difference being the lack of a fatherly leader in the latter style.
  6. 6. It describes leadership in terms of observed behaviors. According to this theory, people are described in terms of qualities and competencies to understand their leadership behaviors. Certain characteristics distinguishes leaders from non-leaders. Leaders generally possess charismatic qualities.
  7. 7. This theory basically concern about what a leader actually does and how he or she does it. It consist of: 1. Michigan Studies 2. Ohio State Studies 3. Managerial Grid
  8. 8. The five resulting leadership styles are as follows: • Impoverished Management (1, 1): Managers with this approach are low on both the dimensions and exercise minimum effort to get the work done from subordinates. The leader has low concern for employee satisfaction and work deadlines and as a result disharmony and disorganization prevail within the organization. The leaders are termed ineffective wherein their action is merely aimed at preserving job and seniority. • Task management (9, 1): Also called dictatorial or perish style. Here leaders are more concerned about production and have less concern for people. The style is based on theory X of McGregor. The employees’ needs are not taken care of and they are simply a means to an end. The leader believes that efficiency can result only through proper organization of work systems and through elimination of people wherever possible. Such a style can definitely increase the output of organization in short run but due to the strict policies and procedures, high labour turnover is inevitable. • Middle-of-the-Road (5, 5): This is basically a compromising style wherein the leader tries to maintain a balance between goals of company and the needs of people. The leader does not push the boundaries of achievement resulting in average performance for organization. Here neither employee nor production needs are fully met. • Country Club (1, 9): This is a collegial style characterized by low task and high people orientation where the leader gives thoughtful attention to the needs of people thus providing them with a friendly and comfortable environment. The leader feels that such a treatment with employees will lead to self-motivation and will find people working hard on their own. However, a low focus on tasks can hamper production and lead to questionable results. • Team Management (9, 9): Characterized by high people and task focus, the style is based on the theory Y of McGregor and has been termed as most effective style according to Blake and Mouton. The leader feels that empowerment, commitment, trust, and respect are the key elements in creating a team atmosphere which will automatically result in high employee satisfaction and production.
  9. 9. According to fielder, there muse be proper balance between leader behavior towards follower and degree of situation. Leadership Style 1. Task Oriented 2. Employees Oriented Situational Dimension 1. Task Structure 2. Power of Position 3. Leader Followers Relationship Matching Leadership and Situation
  10. 10. Leaders Behavior 1. Directive 2. Supportive 3. Participative 4. Achievement Oriented Followers Characteristics 1. Locus of control 2. Perceive Ability Environmental Situation Factor 1. Task Structure 2. Authorative System 3. Work Group Outcomes Employees Satisfaction Leaders Acceptance
  11. 11. • Gender difference in leadership • Leadership is not always good • Training for leadership • Cross cultural effects • Team leadership • Moral leadership • Emotional intelligence
  12. 12. That’s All