1. Leadership Theories
RHODORA S. ACOSTA
Discussant

2. WHO ARE
LEADERS?
Leader is someone
who can influence
others and who has
managerial
authority.

3. WHAT IS
LEADERSHIP?
 Leadership is a
process of
influencing a
group to achieve
common goals.
(Rowe, 2007)

4. WHAT IS A LEADERSHIP THEORY?
Leadership theory are the explanations of how
and why certain people become leaders. They
focus on the traits and behaviors that people can
adopt to increase their leadership capabilities.

5. GREAT MAN THEORY
The leaders are born and not made and possess
certain traits which were inherited
Great leaders can arise when there is a great need.

6. According to the great man theory of
leadership,
leadership calls for certain qualities like
commanding personality, charm, courage,
intelligence, persuasiveness and aggressiveness.

7. Criticism
Many of the traits cited as being important to be
an effective leader are typical masculine traits.

8. TRAIT THEORY
Individuals are born either with or without the
necessary traits for leadership.
This theory assumes that the leader’s personal
traits are the key to leadership success.

9. Core Traits of a Leader
Achievement drive
Leadership motivation
Honesty and integrity
Self- confidence
Cognitive ability
Emotional maturity
Others: charisma, creativity, flexibility

10. Strengths/Advantages of the Trait Theory
It is naturally pleasing theory.
It is valid as lot of research has validated the foundation and basis of
the theory.
It serves as a yardstick against which the leadership traits of an
individual can be assessed.
It gives a detailed knowledge and understanding of the leader element
in the leadership process.

11. Limitations of the Trait Theory
There is bound to be some subjective judgment in
determining who is regarded as a ‘good’ or ‘successful’ leader.
The list of possible traits tends to be very long.
There is also a disagreement over which traits are the most
important for an effective leader.
The model attempts to relate physical traits such as, height
and weight, to effective leadership.

12. BEHAVIOURAL THEORY
Leaders can be made, rather than are born.
Focuses on how leaders heave and assumes that traits can be
copied by other leaders.
Leadership is shown by a person’s acts more than by his
traits.
Behavioural theories do not seek inborn traits – they look at
what leaders actually do.

13. UNIVERSITY OF LOWA STUDIES
Kurt Lewin
Three Leadership Styles
1. AUTOCRATIC
2. DEMOCRATIC
3. LAISSEZ-FAIRE

14. Autocratic
Leader makes
decisions
independently with
little or no input from
the rest of the group.

15. Democratic
Encourages decision
making from different
perspectives. Group
members feel engaged
in the process and they
are more motivated and
creative.

16. Laissez-Faire
The leadership
responsibilities are
shared by all. Can
make coordination
and decision- making
time consuming and
lacking in overall
direction. Relies on
good teamwork.

17. CONTINGENCY THEORIES
Emphasizes different variables in a specific setting that determine
the style of leadership best suited for the said situation. It is
founded on the principle that no one leadership style is applicable
to all situations.
 Good leaders not only possess the right qualities but they’re also
able to evaluate the needs of their followers and the situation at
hand.

18. Fiedler Model
The model was based on the premise that a certain leadership style would be most
effective in different types of leadership.
To measure a leader’s style Fiedler developed LPC (least preferred co worker)
questionnaire.
LPC measured whether leader was task oriented or relationship oriented. Based on
this, Fiedler gave three contingency dimensions:
1. Leader-member relations
2. Task structure
3. Position power

20. SITUATIONAL LEADERSHIP THEORY
The theory implies that leadership depends on the
situation at hand. Put simply, leaders should always
correspond their leadership to the respective
situation by assessing certain variables such as the
type of task, nature of followers, and more.

21. Hersey And Blanchard’s
Situational Leadership Theory
This theory focuses main attention on follower’s readiness and
situation behavior of leader.
 Readiness is defined as extent to which people have the ability
and willingness to accomplish a specific task.
This situational model of leadership focuses on flexibility so that
leaders are able to adapt according to the needs of their followers
and the demands of the situation.

22. Four Specific Leadership Styles
Telling(S1) – (high task and low relationship)
Selling(S2)-(high task and high relationship)
Participating (S3)-( low task and high relationship)
Delegating (S4) - (low task and low relationship)

23. Four stages of follower readiness
R1- People are both unable and unwilling to take responsibility
for doing something
R2-People are unable but willing to do the job tasks.
R3- People are able but unwilling to do what the leader wants.
R4- People are both able and willing to what is asked of them.

25. first described in by sociologist Max Weber and further
explored by Bernard M. Bass in the early 1980s.
focus on the role of supervision, organization, and group
performance.
Leaders who implement this style focus on specific tasks and
use rewards and punishments to motivate followers.
MANAGEMENT THEORIES/
TRANSACTIONAL THEORIES

26. Basic Assumptions of
Transactional Leadership
People perform their best when the chain of command
is definite and clear.
Obeying the instructions and commands of the leader is
the primary goal of the followers.
Subordinates need to be carefully monitored to ensure
that expectations are met.

27.  focus upon the connections formed between
leaders and followers.
 leaders motivate and inspire people by helping
group members see the importance and higher
good of the task.
RELATIONSHIP THEORIES/
TRANSFORMATIONAL THEORIES

28. employees be directly involved in decision making in their
organization.
leader simply facilitates a conversation and then takes all the
suggestions, and comes up with the best possible action
everyone is very involved with decisions for the team and
organization, with the leader simply helping direct the charge.
PARTICIPATIVE THEORY/
DEMOCRATIC LEADERSHIP

29. LEADERSHIP-MEMBER
EXCHANGE (LMX) THEORY
Leaders create in-groups and out-groups, and
subordinates with in-group status will have higher
performances ratings, less turnover, and greater
satisfaction with their superior.

31. HOUSE’S PATH GOAL THEORY
The theory that a leader’s behavior is acceptable to subordinates
insofar as they view it as a source of either immediate or future
satisfaction.
Leaders provide followers with information, support, and
resources to help them achieve their goals .
Leaders help clarify the “path” to the worker’s goals.
Leaders can display multiple leadership types.

32. Leadership Styles
Directive: focuses on the work to be done
Supportive: focuses on the well-being of the worker
Participative: consults with employees in decision-
making
Achievement-Oriented: sets challenging goals

34. Together we
make it happen.
Thank you for listening!