This document provides an overview of several approaches and theories of leadership. It begins by defining leadership as the ability to influence and persuade others towards achieving goals. It distinguishes leadership from management, describing managers as implementing visions and strategies while leaders establish direction. The document then summarizes several theories: trait theories focus on innate qualities; behavioral theories examine specific leader behaviors; contingency theories propose that leadership effectiveness depends on matching style to situational factors. Additionally, it outlines studies such as Ohio State, Michigan, and Fiedler's contingency model. In the end, the document emphasizes that effective leadership requires translating vision into reality and gaining followers' commitment.

1. BASIC
APPROACHES TO
LEADERSHIP
GROUP MEMBERS:

2. Contents
• What is leadership?
• Leadership Vs. management.
• Trait theories
• Behavioural theories
• Ohio state studies
• Michigan studies
• Contingency theories
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3. Basic Approaches to
Leadership
What is Leadership?
The ability of a superior to influence the
behavior of subordinates and persuade them
to follow a particular course of action
The ability to influence a group toward the
achievement of a particular goal.
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4. Leadership Vs.
Management
• Is “Leadership” and “Management” are same? What
does managers do? What does leader do?
• Management is doing things right ; Leadership is doing
the right things.
• Leaders establish direction by developing a vision for
the future.
• Managers implement the vision and strategy provided
by the leaders
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5. Trait Theories
Theories that consider
personal qualities and
characteristics that
differentiate leaders from
non-leaders.
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Leadership traits:
• Ambition and energy
• The desire to lead
• Honest and integrity
• Self-confidence
• Intelligence
• High self confidence
• Job-relevant
knowledge

6. Behavioural Theories
Theories proposing that specific
behaviours which differentiate leaders
from non leaders.
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7. Contrasting Point
Trait theories
If trait theories are
valid then leaders
are born, rather than
made.
Behavioural theories
If there were
specific behaviours
that identified
leaders, then we
could teach
leadership.
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8. Ohio State Studies
Initiating structure
• Consideration is the
extent to which a leader
exhibits concern for the
welfare of the members
of the group.
• This factor is oriented
towards interpersonal
relationships, mutual
trust and friendship.
Consideration
• Initiating structure is the
extent to which a leader
defines leader and group
member roles, initiates
actions, organize group
activities and defines
how tasks are to be
accomplished by the
group.
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9. University of Michigan
Studies
• Employee-Oriented Leader
Emphasizing interpersonal relations; taking a
personal interest in the needs of employees and
accepting individual differences among members.
• Production-Oriented Leader
One who emphasizes technical or task aspects of
the job.
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10. The Managerial Grid (Blake and
Mouton)
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12. Scandinavian Studies
Development-Oriented Leader
One who values experimentation,
seeking new ideas, and generating and
implementing change.
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13. Fiedler Contingency Model
CONTINGENCY
THEORIES

14. Theory which says that effective group
performance depends on a proper match between a
leader’s style and the degree to which the situation gives
control to the leader.
Definition
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15. Identifying leadership style:
Least preferred co worker questionnaire: an instrument
to measure whether a person is task or relationship
oriented.
Defining the situation:
Leader member relations
Task structure
Position power
Key Factors in Leadership
Success
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16. Matching leaders and
Situations
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17. Cognitive Resource Theory
Research Support:
Less intelligent individuals perform better in
leadership roles under high stress than do more intelligent
individuals.
Less experienced people perform better in leadership
roles under low stress than do more experienced people.
A theory of leadership that states that stress can
unfavorably affect a situation and that intelligence and
experience can lessen the influence of stress on the
leader.
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18. Hersey and Blanchard’s
Situational Leadership Theory
A contingency theory that focuses on followers’
readiness.
Leader: decreasing need
for support and supervision
Follower readiness:
ability and willingness
Unable and
Unwilling
Unable but
Willing
Able and
Willing
Directive High Task and Relationship
Orientations
Supportive
Participative
Able and
Unwilling
Monitoring 18

19. Leadership Styles and Follower
Readiness
(Hersey and Blanchard)
WillingUnwilling
Able
Unable Directive
High Task
and
Relationship
Orientations
Supportive Participative
Monitoring
Follower Readiness
Leadership
Styles
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20. Leaders create in-groups and out-groups, and
subordinates with in-group status will have higher
performance ratings, less turnover, and greater job
satisfaction.
Leader–Member Exchange
Theory
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21. Leader-Member Exchange
Theory
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22. Path-Goal Theory
The theory 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.
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23. 23

24. Basic Leadership Styles
Instrumental/
Directive
Supportive
Participative
Achievement
Oriented
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25. Conclusion
leadership is the capacity to translate vision
into reality. —Warren Benn's
A leader is a dealer in hope. —Napoleon
Bonaparte
People buy into the leader before they buy
into the vision. —John Maxwell
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