Uploaded byVikram Dahiya
All Leadership Theories
The document discusses various leadership theories, including trait, behavioral, situational, and integrative theories, highlighting their development and key concepts. It emphasizes that leadership is influenced by personal traits, behaviors, and the situational context, with different theories proposing varied leadership styles and approaches. The content also includes multiple-choice questions for assessment and reinforces the importance of flexibility in leadership styles according to team maturity levels.
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All Leadership Theories
- 1. Leadership Theories - VikramDahiya (With MCQs) 1 - IIM Alumni
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- 3. The term leadershipis a relatively recent addition to the English language. It has been in use only for about two hundred years, although the term leader, from which it was derived, appeared as early as A.D. 1300 Leadershipis “interpersonal influence, exercised in a situation, and directed,through the communication process, toward the attainment of a specified goal ” - Tannenbaum, Weschler, & Massarik, 1961 3
- 4. 1. Trait theory Typesof leadership theories 4 2. Behavioural theory 3. Situational theory4. Integrative theory
- 5. TRANSITION IN LEADERSHIPTHEROIES 5
- 6. • Based onthe idea that people are born with certain character traits. It assumes that people are born as leaders. • Example - Trait Theory by Gordan Allport • Personality is made up of : Cardinal traits, Central traits and Secondary traits Trait Theory 6
- 7. Big Five personalitytraits
- 8. Behavioral Theories • Theylook at what the leaders actually do • It is based upon the belief that great leaders are made , not born. —- Some of the most popular behavioural theories are: 1. The Ohio State University 2. The University of Michigan studies 3. Managerial Grid 4. Levin’s Theory 5. Lickert’s Theory 6. Tannenbaum and Schmidt’s Theory 8
- 9. (a) Ohio UniversityStudy Behavioral Theories 1 Initiating structure: Work or output centric 2 Consideration: People or relationship centric
- 10. (b) University ofMichigan Study Behavioral Theories It identified 2 dimensions of leader behaviour:
- 11. (c) Blake andMouton’s Leadership grid Behavioral Theories —- The Blake Mouton Managerial Grid is based on two behavioral dimensions: 1. Concern for People: this is the degree to which a leader considers team members' needs, interests and areas of personal development when deciding how best to accomplish a task. 2. Concern for Results: this is the degree to which a leader emphasizes concrete objectives, organizational efficiency and high productivity when deciding how best to accomplish a task.
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- 13. (d) Lewin’s Theory BehavioralTheories
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- 15. (e) Tannenbaum &Schmidt’s theory Behavioral Theories • The Tannenbaum and Schmidt Continuum recognises that the chosen leadership style depends on a variety of factors, including the leader's personality, the perceived qualities of subordinates. • It also allows for "situational" factors such as the need for urgency in leadership and decision-making. • The continuum represents a range of action related to the: – Degree of authority used by the leader or manager – Area of freedom available to non-managers
- 16. Situational Theories 1. Fiedler’sContingency theory (LPC Theory) 2. Path goal theory ( Robert House) 3. Life cycle theory (Hersey & Blanchard) 4. Leader member exchange theory 5. Vroom Yetton decision model
- 17. (a) Fiedler’s Contingencytheory (LPC Theory) Situational Theories (LPC=least preferred coworker) Unfriendly 1 2 3 4 5 6 7 8 Friendly Uncooperative 1 2 3 4 5 6 7 8 Cooperative Hostile 1 2 3 4 5 6 7 8 Supportive .... 1 2 3 4 5 6 7 8 .... Guarded 1 2 3 4 5 6 7 8 Open • A high LPC score suggests that the leader has a "human relations orientation", while a low LPC score indicates a "task orientation” • How to chose leader ? • If situation is favourable : choose task oriented leader • if situation is unfavourable : choose relation oriented leader
- 18. (b) Path GoalTheory ( Robert house) Situational Theories • The theory states that it is the leader’s job to assist followers in attaining their goals and to provide them the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization.
- 19. Situational Theories (b) PathGoal Theory ( Robert house)
- 20. (c) Life CycleTheory ( Hersey & Blanchard) (Maturity= ability + willingness) • Situational leadership theory • It offers up four potential leadership styles, and then four maturity levels that define the members of a team. • Leadership styles- Telling, Selling, participating, delegating • Maturity levels - M1 , M2 , M3, M4 Situational Theories
- 21. Situational Theories (c) LifeCycle Theory ( Hersey & Blanchard) M1.—These are the least experienced of workers. At this point, they will need to be instructed on how to do just about everything that makes up the task they are responsible for. • M2. Moving up a step, these are still inexperienced people who possess only slightly more knowledge and skill than those at the M1 level.. • M3. Getting close to the top of the scale, this group would include employees who are excited to work on a job and have most of the skill they need to get it done right. • M4. At the top of the scale, those that are rated as M4 are completely capable of handling a task - and they know that they can get the job done without the help of the leader
- 22. The Hersey BlanchardSituational Leadership Theory promotes flexible leaders that are able to match their style to the experience and ability of those they are leading. Most people would agree that a good leader is a flexible one, and this theory falls right in line with that manner of thinking.
- 23. (d) Leader MemberExchange Theory Situational Theories
- 24. (e) Vroom-Yetton decisionmodel The Vroom–Yetton contingency model is a situational leadership theory leadership developed by Victor Vroom. The situational theory argues the best style of leadership is contingent to the situation. This model suggests the selection of a leadership style of groups decision-making Autocratic Type 1 (AI) Autocratic Type 2 (AII) Consultative Type 1 (CI) Consultative Type 2 (CII) Group-based Type 2 (GII) https://en.wikipedia.org/wiki/Vroom%E2%80%93Yetton_decision_model Situational Theories
- 25. INTEGRATIVE THEORY These theoriesattempt to combine trait, behavioural and situation theories to arrive at conclusion.
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- 28. Difference between Management& Leadership
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- 31. “Type a quotehere.” 5 Major personality traits have been identified as factors contributing to the likelihood of an individual displaying the characteristics of Transformational leader
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- 37. THANK YOU ! vikram.iimr@gmail.com Answers: 1-d 2-b 3-c 4-a 5-c 6-d 7-d 8-d 9-a
Editor's Notes
- #4 the action of leading a group of people or an organization, or the ability to do this.
- #7 Earliest theory…. concept of blue blood ppl believed leadership to be a virtue passes thru bloodline e.g.. gandhi family in india …. basis of family style of politics in various states of india as well
- #10 The extent to which a leader is likely to define and structure role of himself and of his sub- ordinates in the search for goal attainment. The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinate’s ideas, and regard for their feelings.
- #11 Production-oriented: Leaders emphasized the technical aspect of the job, focused on accomplishing group tasks, and regarded group members as a means to that end. Employee-oriented: Leaders emphasized interpersonal relations, took a personal interest in employees’ needs, and accepted individual differences among members
- #14 kurt lewin— Autocratic —In the autocratic style, the leader takes decisions without consulting with others.In Lewin's experiments, he found that this caused the most level of discontent. An autocratic style works when there is no need for input on the decision Democratic In the democratic style, the leader involves the people in the decision-making Democratic decision-making is usually appreciated by the people, especially if they have been used to autocratic decisions with which they disagreed. It can be problematic when there are a wide range of opinions and there is no clear way of reaching an equitable final decision. 206 changes in monetary policy is driven by this ideology only Laissez-Faire The laissez-faire style is to minimize the leader's involvement in decision-making, and hence allowing people to make their own decisions, although they may still be responsible for the outcome. He discovered that the most effective style was Democratic. Excessive autocratic styles led to revolution, whilst under a Laissez-faire approach, people were not coherent in their work and did not put in the energy that they did when being actively led. These experiments were actually done with groups of children
- #15 1. Exploitative-authoritative: The first system of Rensis Likert theory is characterized by decision-making in the upper echelons of the organization, with no teamwork and little communication other than threats. 2. Benevolent-authoritative: This Likert system is based on a master-servant relationship between management and employees, where rewards are the sole motivators and both teamwork and communication are minimal. 3. Consultative: In this style, managers partly trust subordinates, use both rewards and involvement to inspire motivation, foster a higher level of responsibility, and inspire a moderate amount of teamwork and some communication. 4. Participative-group: This system is based on managerial trust and confidence in employees; collectively determined, goal-based rewards; a collective sense of responsibility for meeting company objectives; collaborative teamwork and open communication. Likert found style 3 and 4 as high producing while styling 1 and 2 as low producing. Likert also suggested extensive and intensive leadership training at all levels of management to move into style-4 as early as possible.
- #16 The continuum represents a range of action related to the: – Degree of authority used by the leader or manager – Area of freedom available to non-managers Four main styles of leadership are identified in the Tannenbaum and Schmidt Continuum of Leadership: TELLS Leader identifies problems, makes decision and announces to subordinates; expects implementation SELLS Leader still makes decision, but attempts to overcome resistance through discussion & persuasion
- #17 Situational theories emphasises on events, not people
- #18 The most common situational theory was developed by Fred Fiedler. Fiedler believed that an individual’s leadership style is the result of their experiences throughout the lifespan, therefore it is extremely difficult to change . —- rather than teaching people a particular leadership style, instead one should concentrate on helping people understand their particular leadership style and learn how to match that style to the particular situation The leadership style of the leader, is fixed and measured by what he calls the least preferred co-worker (LPC) scale, an instrument for measuring an individual’s leadership orientation. The LPC scale asks a leader to think of all the people with whom they have ever worked and then describe the person with whom they have worked least well, using a series of bipolar scales of 1 to 8, such as the following:
- #19 Path–goal theory assumes that leaders are flexible and that they can change their style, as situations require. The theory proposes two contingency variables, such as environment and follower characteristics, that moderate the leader behavior-outcome relationship.
- #20 The directive path-goal clarifying leader behavior refers to situations where the leader lets followers know what is expected of them and tells them how to perform their tasks. The achievement-oriented leader behavior refers to situations where the leader sets challenging goals for followers, expects them to perform at their highest level, and shows confidence in their ability to meet this expectation. The participative leader behavior involves leaders consulting with followers and asking for their suggestions before making a decision. This behavior is predominant when subordinates are highly personally involved in their work. The supportive leader behavior is directed towards the satisfaction of subordinates needs and preferences. The leader shows concern for the followers' psychological well being.This behavior is especially needed in situations in which tasks or relationships are psychologically or physically distressing
- #21 The fundamental principle of the situational leadership model is that there is no single "best" style of leadership. Effective leadership is task-relevant, and the most successful leaders are those who adapt their leadership style to the performance readiness They categorized all leadership styles into four behavior types, which they named S1 to S4: S1: telling – is characterized by one-way communication in which the leader defines the roles of the individual; S2: selling – while the leader is still providing the direction, he or she is now using two-way communication and providing the socio-emotional support that will allow the individual or group being influenced to buy into the process S3: participating – there is shared decision-making about aspects of how the task is accomplished S4: Delegating – the leader is still involved in decisions; however, the process and responsibility has been passed to the individual or group. The leader stays involved to monitor progress. Of these, no one style is considered optimal for all leaders to use all the time. Effective leaders need to be flexible, and must adapt themselves according to the situation.
- #22 m1 - This maturity level matches up with the Telling leadership style, as the employees at this point will require complete direction for almost every task. m2- The Selling leadership style is the proper match when dealing with M2 level team members. m3 - The Participating style is the one that matches with M3 individuals, because they don't need full direction and are more able to engage with the leader for positive collaboration.
- #24 The goal of LMX theory is to explain the effects of leadership on members, teams, and organizations. According to the theory, leaders form strong trust, emotional, and respect-based relationships with some members of a team, but not with others.[3] LMX theory claims that leaders do not treat each subordinate the same. The work-related attitudes and behaviors of those subordinates depend on how they are treated by their leader
- #25 The situational theory argues the best style of leadership is contingent to the situation. Autocratic Type 1 (AI) Leader makes own decision using information that is readily available to him or her at the time. This type is completely autocratic. Autocratic Type 2 (AII) Leader collects required information from followers, then makes decision alone. Problem or decision may or may not be informed to followers. Here, followers' involvement is just providing information. Consultative Type 1 (CI) Leader shares problem to relevant followers individually and seeks their ideas and suggestions and makes decision alone. Here followers do not meet each other and the leader’s decision may or may not reflect his followers' influence. So, here followers' involvement is at the level of providing alternatives individually. Consultative Type 2 (CII) Leader shares problem to relevant followers as a group and seeks their ideas and suggestions and makes decision alone. Here followers meet each other, and through discussions they understand other alternatives. But the leader’s decision may or may not reflect the followers' influence. So, here followers involvement is at the level of helping as a group in decision-making. Group-based Type 2 (GII) Leader discuss problem and situation with followers as a group and seeks their ideas and suggestions through brainstorming. Leader accepts any decision and does not try to force his or her idea. Decision accepted by the group is the final one.
- #27 comparison of theories
- #34 leaders motivate followers to work for goals that go beyond self interest