This document summarizes several leadership theories and concepts: 1) It describes early leadership theories including trait theories, which focus on innate qualities; behavioral theories, which emphasize observable behaviors; and contingency theories like Fiedler's, which match leadership styles to situational favorability. 2) It also summarizes situational leadership theory and its focus on adapting style to follower ability and willingness. Additionally, it covers the path-goal model linking style to follower motivation. 3) Transactional versus transformational leadership are compared, with the latter focusing on inspiration and change. Types of power, leadership styles, and building trust are also addressed.

1. MGT 1130
MANAGEMENT by Robbins and Couter

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

3. What is
Leadership?

4. What makes a
leader?

5. Copyright © 2012 Pearson Education, Inc.
Publishing as Prentice Hall
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
17- 5
Early Leadership Theories
• Trait Theories (1920s -1930s)
• Behavioral Theories
• The Fiedler Model
• Hersey and Blanchard’s Situational
Leadership Theory (SLT)

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.

8. Leadership Traits
• Adaptability and flexibility
• Assertiveness
• Capacity to motivate
people

9. Leadership Traits (Cherry, 2021)
• Courage and
resolution
• Creativity
• Decisiveness

10. (Cherry, 2021)
• Eagerness to accept
responsibility
• Emotional stability
• Intelligence and action-
oriented judgment

11. (Cherry, 2021)
• Need for achievement
• People skills
• Perseverance

12. (Cherry, 2021)
• Self-confidence
• Task competence
• Trustworthiness
• Understanding their followers and
their needs

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

14. Behavioral Theories
● Ohio State University (1940s)
● University of Michigan (1950s)

15. Ohio State
University study
● Task Oriented
versus People
Oriented
Leaders

16. University of
Michigan study
● Task-oriented
Leadership
● People-oriented
Leadership
● Participative
Leadership

17. Behavioral Leadership Model by Blake and Muotton
(1964)

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.

23. Match the style

24. If there is a mismatch
Change leader
Change the
situation

25. Situational
Leadership
Theory
Developed by Paul Hersey
and Kenneth Blanchard
Focuses on the ability and
willingness of individual
employees
Also known as the
Situational Leadership
Model.

26. https://corporatefinanceinstitute.com/resources/careers/soft-skills/hersey-blanchard-model/

27. Copyright © 2012 Pearson Education, Inc.
Publishing as Prentice Hall
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
17- 27
Early Leadership Theories
• Situational Leadership Theory (SLT)
• Path-Goal Model
• Transactional
Leadership
• Transformational
Leadership

28. Path-Goal Model

29. Transactional versus
Transformational
Leadership
● https://www.youtube.com/wa
tch?v=ddt_IGMMOrI

30. Copyright © 2012 Pearson Education, Inc.
Publishing as Prentice Hall
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
17- 30
Early Leadership Theories
• Visionary Leadership
• Team Leadership
• Charismatic Leadership

31. Power and Leadership

32. Copyright © 2012 Pearson Education, Inc.
Publishing as Prentice Hall
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
17- 32
Managing Power
– Legitimate power
• The power a leader has as
a result of his or her
position.
– Coercive power
• The power a leader has to
punish or control.
– Reward power
• The power to give
positive benefits or
rewards.
– Expert power
• The influence a leader can
exert as a result of his or
her expertise, skills, or
knowledge.
– Referent power
• The power of a leader
that arises because of a
person’s desirable
resources or admired
personal traits.

33. Copyright © 2012 Pearson Education, Inc.
Publishing as Prentice Hall
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
17- 33
Exhibit 17-6: Building Trust

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