2. Define what is leadership
Describe types of leaders and
leadership styles
Analyse what makes an effective
leadership
Discuss how to manage difficult
workplace situations
Describe approaches to crisis
management
6. Trait Theories
(source: https://www.verywellmind.com/what-is-
the-trait-theory-of-leadership-2795322)
- Trait Theories were influenced
by the “great man” theory of
leadership of Thomas Carlyle in
mid 1800s
- Carlyle's theory of leadership
was based on the rationale that:
• Certain traits produce
certain patterns of behavior.
• Patterns are consistent
across different situations.
• People are "born" with
leadership traits.
7. Trait
Theories
● 1940s- 1970s
○ psychologist Ralph Melvin
Stogdill suggested that
leadership is the result of the
interaction between the
individual and the social
situation and not merely the
result of a predefined set of
traits.
● 1980s
○ James M. Kouzes and Barry
Z. Posner posited that
credibility was a key indicator
of leadership skills,
characterized by such traits as
being honest, forward-looking,
inspiring, and competent.
13. Evolution of Thought based on Early Theories
The Great Man Theory -
leaders are born
Trait Theories- leadership
potential can be measured
Behavioral Theories- Leaders
can be made based on how they
can respond or behave in
situations
18. FIEDLER’S CONTINGENCY
MODEL OF LEADERSHIP
SOURCE: https://expertprogrammanagement.com/2018/11/fiedler-contingency-theory/
19. Fred Fiedler
• American psychologist originating from Austria.
• He headed organizational research at the University of
Washington for more than twenty years until he left in 1992.
• Fiedler combined several previous studies’ results and came up
with a formula known as Fiedler’s Situation Leadership Model
or Fiedler’s Contingency Model of Leadership.
Source: https://www.leadershipahoy.com/fiedlers-contingency-model-of-leadership-what-is-
it-pros-cons-examples/
20. Fiedler’s Contingency Theory (mid 1960s)
States that there is no one best way to lead your team.
The best way to lead your team will instead be
determined by the situation.
Leadership style is fixed. You cannot change your style
to suit the situation. Instead, you must put leaders into
situations that match their style.
21. First Step: Determine your Leadership Style
• Leadership Style
• Fiedler developed a scale called the Least Preferred Coworker (LPC).
• To score yourself on this scale you have to describe the coworker with
whom you least prefer to work.
• What do you think about those people you least prefer working with?
• High LPC = Relationship-oriented leader.
Low LPC = Task-oriented leader.
22. 2nd Step: Assess situation favorableness
Determining situational favorableness is done by examining the following three factors:
a. Leader-Member Relations
This factor measures how much your team trusts you.
b. Task Structure
This factor measures the tasks that need to be performed. Are they clear and precise or vague?
Vague tasks decrease the favorableness of the situation and concrete and clear tasks increase it.
c. Position Power
This is determined by your authority, meaning the power you have to reward or punish your subordinates. As you
might expect, having more power increases the situational favorableness.
