Leadership is considered as being “a part of the problem-solving machinery of the group, (Gibb-1958). Leaders are highly powerful authority and can influence decisions made in the workplace to achieve organizational goals. • Fredrick taylor gave the concept of scientific management to direct the organizational productivity. • Max weber (1922) gave an idea of bureaucratic management. • Mary parker follett (1926)- participatory management in “power with” as opposed to “power over.” • Describe various theories of leadership. • Discuss the necessary characteristics of leadership. • Enumerate the leadership styles and need of taking appropriate decisions. • Infer the leadership styles that has concern for people and production. • Describe the important role of leadership that encourages participation and enhances contributions from group members.

1. ALLAMA IQBAL OPEN
UNIVERSITY, ISLAMABAD
ONLINE WORKSHOP
UNIT-6
LEADERSHIP THEORIES
IN
EDUCATIONAL MANAGEMENT
AND LEADERSHIP
CC 6467
Presented by:
Ch. M. Ashraf
m.ashraf0919@gmail.com
tinyurl.com/z3j85t57
Telegram: https://t.me/duhdra

2. EDUCATIONAL MANAGEMENT
AND LEADERSHIP
2
By:
Ch.
M.Ashraf
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UNIT-6
LEADERSHIP THEORIES

3. INTRODUCTION
Leadership is considered as being “a part of the problem-
solving machinery of the group, (Gibb-1958). Leaders are highly
powerful authority and can influence decisions made in the
workplace to achieve organizational goals.
• Fredrick taylor gave the concept of scientific management to
direct the organizational productivity.
• Max weber (1922) gave an idea of bureaucratic management
• Mary parker follett (1926)- participatory management in
“power with” as apposed to “power over” 3
By:
Ch.
M.Ashraf
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Telegram:
https://t.me/duhdra

4. LEARNING OUTCOMES
After going through this unit, the learners can be able to
• Describe various theories of leadership
• Discuss the necessary characteristics of leadership
• Enumerate the leadership styles and need of taking appropriate
decisions.
• Infer the leadership styles that has concern for people and
production
• Describe the important role of leadership that encourages
participation and enhances contributions from group members.
4
By:
Ch.
M.Ashraf
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Telegram:
https://t.me/duhdra

5. BEHAVIORAL THEORIES
These are based upon the belief that great leaders are made, not
born. Concerned for people and for production – give two
assumptions.
• As a leader’s consideration increased, employee absenteeism
declined.
• As a leader’s task orientation increased, employee performance
rose.
5
By:
Ch.
M.Ashraf
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6. BEHAVIORAL THEORIES
Style Features Concern
for people
Concern for
people task
Improvised
Management
Laissez- fair style 1 1
Country club Focus on creating safe
and comfortable
working environment
9 1
Task
management
Autocratic style 1 9
Team
management
Staff closely involved in
decision making
9 9
Middle of the
road
Compromises on
minimum performance
5 5
6
By:
Ch.
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The Managerial Leadership Grid
This model identified five different leadership styles as below

7. BEHAVIORAL THEORIES
Role Theory
 It is combination of sociology and social psychology.
 It is a borrowed term from sociological role Theory- Role like
mother, manager, teacher etc.
 To this Theory individuals play variety of social roles in their
lifetimes. These roles form social systems which work best with
a chain of command.
Conti……… 7
By:
Ch.
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8. BEHAVIORAL THEORIES
Role Theory (Continued)
Here the purpose is to influence the role behavior of
organizational members on the following aspects.
1. The norms, determining a social situation
2. Internal and external expectations are connected to a social role
3. Social sanctions (punishment and reward) are used to influence
role behavior.
8
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M.Ashraf
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9. BEHAVIORAL THEORIES
Great Man Theory
 Great leaders are “born to lead.” Wisdom, Confidence,
intelligence, Herbert Spencer, Social skills are inherited.
 Herbert Spencer formulated a counter argument. The great
men are the product of their societies.
9
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10. BEHAVIORAL THEORIES
10
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Trait Theory
Like Great Man Theory, Trait Theory assumes that people
inherit certain traits that make them effective leaders. But the
people having characteristics like courage, confidence,
intelligence are not leaders. Only having leadership qualities is
not enough, They must perform some task also.
Conti………

11. BEHAVIORAL THEORIES
Traits Skills
Adaptable to situation Clever / intelligent
Ambitious and
achievement oriented
Creative
Assertive Diplomatic
Cooperative Fluent in speaking
Decisive Knowledgeable about group
task
Dependable Organized
Energetic Socially skilled
Self- confident Communication skills
11
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Trait Theory (Continued)
Some of the traits and skills for effective leadership as:

12. CONTINGENCY THEORIES
It is based on the environmental variables and particular
surroundings of an organization. To this Theory no leadership
style is best in all situations.
12
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13. CONTINGENCY THEORIES
Fiedler’s Contingency Theory
 The best or effective style of leadership is based on the situation
or event.
 Fiedler said that the leader is analyzed on leadership styles,
which are task- oriented and relationship oriented.
“Situational favorableness” are explained below.
• Leader- member Relation
• Task structure
• Leader’s position power 13
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14. CONTINGENCY THEORIES
Communication Styles Leadership Role
Directive Sensitive to individual
Team members’ needs
Supportive To explain the goal when team is inexperienced
Participative The mutual Participation
Achievement Oriented The leader sets the challenges, goals and
standards for each team member
14
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Path- Goal Theory
( Developed by Robert House in 1971)
To this Theory leaders are flexible and that They can
change their style, as situation requires.
The Theory is designed on expectancy approach to motivate
followers through communication styles of leadership as below.

15. CONTINGENCY THEORIES
15
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Path- Goal Theory (Continued)
Two situational factors – Nature of followers and Nature of task.
Two dimensions as given below.
1. The degree to which a person exercises independent, critical
thinking.
2. The degree of active or passive participation.

16. CONTINGENCY THEORIES
Cognitive Resource Theory
• It is based on industrial and organizational Psychology- by Fred
Fiedler and Joe Garcia -1987.
• It focusses on the influence of the leader’s intelligence and
experience on account of his- her personality, degree of
situational stress and group- leader relations.
Strategic Contingencies Theory
• Intra organizational power, organizations have systems of
interdependent sub- units.
• It focuses on leadership personality and skills that need to solve
the problems.
16
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17. CONTINGENCY THEORIES
17
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Situational Theories
These Theories propose that leaders choose the best course of
action based upon situational variables and use different styles of
leadership for certain types of decision making- Authoritarian style in
case the leader is experienced and democratic style if the personnel are
skilled and experts.
(Dr. Paul Hersey, an American author 1931)
This model describes
•Level of maturity of worker plays a role in leadership behavior
•Follower Readiness
•Leader’s Behavior Conti…….

18. CONTINGENCY THEORIES
S3- Supporting S2- Coaching
Asking / Listing
Reassuring
Exploring / Asking /
Explaining / Clarifying /
Redirecting
S4- Delegating S2 Directing or Telling
Allowing / Trusting /
Confirming
Defining, Planning,
Orienting
18
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M.Ashraf
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Situational Theories (Continued)
Four Situational Conditions7 S1, S2, S3, S4
i. Low
ii. Supportive
iii. Behavior
iv. High

19. POWER AND INFLUENCE THEORY
It is to determine the sources of leader’s power used to influence
others i.e. the power of expertise, The power of information and
the power of relationships.
Sources of Power
(Official Position or capacity to reward or punish)
(a) Positional power (b) Personal power
19
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M.Ashraf
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(B)PERSONAL POWER SOURCES
• REFERENT POWER
• (Social power to influence a team)
• EXPERT POWER
(A) POSITIONAL POWER
• LEGITIMATE POWER
• REWARD POWER
• COERCIVE POWER

20. POWER AND INFLUENCE THEORY
Implementation of Leadership Theories
Leadership Development: Past, Present and future trends.
Effective leadership is strongly correlated with lower turnover
rates, higher Productivity and higher employee satisfaction.
Command- Coordinate- Control (CCC) is used to value the
leadership techniques.
20
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Ch.
M.Ashraf
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21. 21
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M.Ashraf
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LEADERSHIP THEORIES

22. HUMAN DEVELOPMENT AND LEARNING
THEORIES REGARDING INTELLECTUAL DEVELOPMENT
22
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