Behavioral Theories Of Leadership Powerpoint Presentation Slides

Behavioral Theories
of LEADERSHIP
Your Company Name

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What is
Leadership
John C Maxwell
Leadership is influence
nothing more, nothing
less.
“ “

Definition of Leadership
4
Leadership is the
process of influencing
people and providing an
environment for them to
achieve team or
organizational objectives.
What is
Leadership

Leadership is…
5
Vision
Follower
ship
Influence
+ +
Leadership
=

Who is a Leader?
6
A leader is a person who
has a vision, a drive and
a commitment to
achieve that vision, and
the skills to make it
happen

7
Leadership
Quotes If your actions inspire
others to dream more,
Learn more, do more
and become more,
You Are A Leader

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Leadership is unlocking
people’s potential to
become better.
Leadership Quotes
Bill Bradley

Ida Auken
Leadership Quotes
9
When women leaders like
me do not feel the
inequality, we tend to forget
that something is not
working.

Difference Between Managers & Leaders
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vs
• Administer
• Maintain
• Control
• Short term view
• Ask How & when
• Initiate
• Accept the status quo
• Do things right
Managers
• Innovate
• Develop
• Inspire
• Long term view
• Ask what & why
• Originate
• Challenge the status quo
• Do right things
Leaders

Leadership vs Management
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Role
Focus
Approach
Methodology
Style / tone
Outcome
Visionary/ strategic thinker
Define purpose/ set direction
Create a mission statement
Evaluate strengths, needs and marketplace
Inspire people/foster commitment
Reach long range goals and objectives
Leadership
Enterprise builder/ productivity expert
Nurture organizational structure/establish
systems and processes
Deliver on the mission statement
Organize teams, plan budgets, set timelines
and maintain quality
Develop talent/ solve problems
Manage projects effectively and efficiently
Management

Qualities of a Good Leader
12
• Shared Vision
• Lead Change
• Set Example
• Inspire People
• Empower People
• Honest
• Competent
• Forward Looking

Formal and Informal Leadership
13
Informal leadership
• Arises when a person without formal authority is influential in directing the behaviors of others. Although
not formally appointed or elected he becomes a leader through his actions or personal attractions.
Formal leadership
• Occurs when a manager leads by exercising formal authority.
• The exercise of formal authority through assigning duties derives, from the managers official position within
the organization’s hierarchy of authority.
• Any employee who is assigned a managerial position has the opportunity and responsibility to exercise
formal leadership.

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Leadership
Styles
based
on
Authority
Based On
Authority Retained
Authoritarian
Democratic
Free –rein
(Laissez faire)
Consultative
Persuasive

Leadership Styles Based On Authority
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Styles of leadership
Autocratic
Do This!
Laissez Faire
Do this or that as you
see fit
Democratic
What do you think
we should do?

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Autocratic
Leadership
• Under the autocratic leadership style, all decision-making
powers are centralized in the leader, as with dictator
leaders.
• They do not entertain any suggestions or initiatives from
subordinates. The autocratic management has been successful as it
provides strong motivation to the managers.
• It permits quick decision-making, as only one person decides
for the whole group and keeps each decision to himself until he feels
it is needed to be shared with the rest of the group.
• High degree of dependency on the leader.

Autocratic Leadership Advantages & Disadvantages
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• Subordinates are not informed about why they
are asked to do a particular work
• Subordinates are forced to follow the
directions.
• Depends entirely upon the efficiency of the
leader.
• Creative ideas are not utilized.
• Organizational continuity is threatened
Disadvantages of Autocratic Style of
Leadership
• Provides for quick decision-making
• Subordinates like to work under centralized
authority
• Confidential matters can be kept secretly.
• Less competent subordinates are required.
Advantages of Autocratic Style of
leadership

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Democratic
Leadership
• Consultative: Process
of consultation before
decisions are taken
• Persuasive: Leader
takes decision and seeks to
persuade others that the
decision is correct.

Democratic Leadership Advantages & Disadvantages
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• It fits almost every business.
• It often has solutions for
complex problems.
• It promotes a creative
environment.
• It builds strong teams.
List of Advantages of
Democratic Leadership Style
VS
• It tends to become
apologetic.
• It is time-consuming.
• It takes long to process
decisions.
• It can seem to be uncertain.
List of Disadvantages of
Democratic Leadership Style

Laissez Faire
Leadership
A free rein leader does not lead, but leaves the group
entirely to itself such a leader allows maximum
freedom to subordinates, i.e. they are given a free
hand in deciding their own policies and methods.
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Laissez-faire Leadership Advantages & Disadvantages
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• When team members have the
skills to succeed.
• When group members are experts.
• When independence is valued.
Benefits of Laissez-
Faire Leadership
• Lack of role awareness.
• Poor involvement with the group.
• Low accountability.
• Passivity and avoidance.
Downsides of Laissez-
Faire Leadership

Based on Task vs People Emphasis
23
Low High
Low
High
Low-task and low relationship
[ Free Rein Style ]
High relationship and low-task
[ Supporting Style ]
High task and high relationship
[ Participative Style ]
High task and low relationship
[ Autocratic Style ]
People
emphasis
Task emphasis

Based on Assumptions About People
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They are participative ,
trust subordinate and
allow them to participate
in decision-making.
Theory Y
They distrust people and
believe in close
supervision and tight
control over the
subordinates.
Theory X
Mc Gregor’s
Theory

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Benevolent Authoritative
Consultative Leadership
Participate Leadership
Exploitative Authoritative
Likert's
Styles
of
Leadership

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Entrepreneurial
Leadership
• A charismatic personality that inspires others to
do business with him.
• A much stronger interest in dealing with
customers than employees.
• A strong dislike for bureaucratic rules and
regulations.
• Anxiety to consolidate business gains as
quickly as possible.

Where leaders & followers are in some type
of exchange relationship in order to get
needs met
Transactional
Leadership

Transformational Leadership- 4 Components
28
Inspirational
Motivation
• Clear vision
• Optimism
• Inclusion
• Productivity
Individual
Consideration
• Mentorship
• Empathy
• Purpose
• Strengths & skills
Idealized
Influence
• Role model
• Walk the walk
• Enthusiasm &
optimism
• Embody values
Intellectual
Stimulation
• Innovation
• Creativity
• Goals
• Challenge

Transactional vs Transformational Leadership
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Character, competence
Commitment
Long term
Pride, self-esteem, etc.
Less important
Leader’s source of power
Follower reaction
Time Frame
Rewards
Supervision
Pay, promotion, etc.
Important
Rank, position
Compliance
Short term
Transactional Transformational
Categories

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Leadership Theories
• Trait Theory
• The Managerial Grid
• Contingency Theory
• Leader Behavior Theory

Trait Theory of Leadership
32
Personality Traits
• Supervising ability
• Intelligence
• Initiative
Abilities
• Self-assurance
• Decisiveness
• Masculinity/ femininity
• Maturity
• Working class affinity
Personal Traits
• Need for occupational
achievement
• Self-actualization
• Power over others
• High financial rewards
• Job security
Motivators

What Makes a Leader
33
A Born
Leader
Development Maturity and
Charisma
Analytical
Ability
Contextualize
Decisions
Honesty and
Integrity
Self
Confidence
A Drive to
Achieve
A Desire to
Lead

Traits and Skills (Leaders vs Non-Leaders)
34
Traits
• Adaptable to situations
• Alert to social environment
• Ambitious, achievement oriented
• Assertive
• Cooperative
• Decisive
• Dependable
• Dominant (power motivation)
• Energetic (high activity level)
• Persistent
• Self-confident
• Tolerate of stress
• Willing to assume responsibility
Skills
• Clever (intelligent)
• Conceptually skilled
• Creative
• Diplomatic and tactful
• Fluent in speaking
• Knowledgeable about the work
• Organized (administrative ability) Persuasive
• Socially skilled

Behavioral Theory of Leadership
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Trait Theory
Leader are
born, not
made.
Behavioral Theory
Leadership
behaviors can be
taught.
VS

Managerial Grid
36
Middle of the Road
Management
Team Management
Country Club Management
Task Management
Impoverished Management
(1.1)
(1.9)
(9.1)
(9.9)
1
2
3
4
5
6
7
8
9
9
8
7
6
5
4
3
2
1
Concern for Production
Concern
for
People
(5.5)

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Consideration
The extent to which a leader is likely to
have job relationships characterized by
mutual trust, respect for subordinates’
ideas, and regard for their feelings.
Initiating Structure
The extent to which a
leader is likely to define
and structure his or her
role and those of
subordinates in the
search for goal
attainment.
Behavioral Theory
Studies-Ohio State
Studies

University of Michigan Studies
38
Employee-oriented
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.

39
Fiedler Model
Hersey and Blanchard's
Situational Theory
Leader Member
Exchange Theory
Leader
Participation Model
Path Goal Theory
Contingency
Theories
&
Situational
Theories
of
Leadership
Contingency
Theories
03
02
01
04
05

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• Behaviour of leader depends upon
characteristic of situation leader is in.
• Implies under what conditions will
employee oriented leadership will be
effective and under what type of
conditions production oriented
leadership be more effective.
Contingency
Theory

41
• The theory that effective groups depends upon a
proper match between a leader’s style of
interesting with subordinates and the degree to
which the situation gives control and influence to
the leader.
• There are basically three steps in the model.
a. Identifying leadership style
b. Defining the situation
c. Matching leaders and situations
Fiedler's
Model

Favorable Moderate Unfavorable
Performance
Good
Poor
Task oriented Relationship oriented
Fiedler's Contingency Model
42
Category 1 2 3 4 5 6 7 8
Leader member
relations
Good Good Poor Poor Good Good Poor Poor
Task structure High High Low Low High High Low Low
Position power Strong Weak Strong Weak Strong Weak Strong Weak

Least Preferred Co-worker (LPC) Scale
43
Least Preferred Co-worker (LPC) Scale
Scale
Pleasant 8 7 6 5 4 3 2 1 Unpleasant
Friendly 8 7 6 5 4 3 2 1 Unfriendly
Rejecting 8 7 6 5 4 3 2 1 Accepting
Tense 8 7 6 5 4 3 2 1 Relaxed
Cold 8 7 6 5 4 3 2 1 Warm
Supportive 8 7 6 5 4 3 2 1 Hostile
Boring 8 7 6 5 4 3 2 1 Interesting
Quarrelsome 8 7 6 5 4 3 2 1 Harmonious
Scoring
Your final score is the total of the numbers you circled on the 18 scales
57 or less = low LPC (Task motivated)
58-63 = Middle LPC (socio-independent leaders, task or with how others view them)
64 or above = High LPC (motivated by relationship)

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Leader-
member
relations
Good Poor
Task Structure High Structure Low Structure High Structure Low Structure
Position power
Strong
power
Weak
power
Strong
power
Weak
power
Strong
power
Weak
power
Strong
power
Weak
power
Preferred leadership
Style
1 2 3 4 5 6 7 8
Low LPCs
Middle LPCs
High LPCs
Low
LPCs
Contingency Model

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The theory that it is the leader’s job to assist followers in attaining their goals and to provide the necessary
direction and/or support to ensure that their goals are compatible with the overall objectives of the groups or
organization.
Path Goal Theory
Goals

Path Goal Theory
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Environment
Contingency factors
• Task Structure
• Formal authority
system
• Work group
Subordinate
contingency factors
• Locus of control
• Experience
• Perceived ability
Outcome
• Performance
• Satisfaction
Leader behavior
• Directive
• Participative
• Achievement oriented
• Supportive

47
Path-Goal Leadership
• Defines Goals
• Clarifies path
• Removes Obstacles
• Provides support
Path Goal Theory
Goal(s)(Productivity)
Subordinates
Obstacle(s)
Path Path

How Path Goal Theory Works
48
Subordinate
behavior
Task
characteristics
Leadership
behavior
Autonomous
Need for control
need for clarity
High expectations
Need to excel
Unsatisfied
Need affiliation
need human touch
Dogmatic
Authoritarian
Ambiguous
Unclear
Unstructured complex
Ambiguous
Unclear rules
Complex
Ambiguous
Challenging
Complex
Repetitive
Unchallenging
Mundane & mechanical
Directive Leadership
Provides guidance and psychological
structure
Supportive Leadership
Provides nurturance
Participative
Provides involvement
Achievement oriented
Provides challenges

Hersey & Blanchard's Situational Leadership (SLT)
49
Directive behavior
Supportive
behavior
S1
Directing
S2
Coaching
S3 Supporting
S4 Delegating
Share ideas and
facilitate in decision
making
Explain decisions and
provide opportunity for
clarification
Provide specific
instructions and closely
supervise performance
Turn over responsibility
for decisions and
implantation

Four Leadership Styles (Hersey & Blanchard)
50
The leader define the roles needed to do the job and tells followers what,
where, how, and when to do the tasks.
The leader provides followers with supportive instructions, but is also
supportive.
The leader and followers share in decisions about how best to complete
a high-quality job
The leader provides little specific, close direction or personal support to
followers.
Telling
Selling
Participating
Delegating

Leader-Member Exchange Theory
51
Subordinate D Subordinate E Subordinate F
Subordinate A
Subordinate B
Subordinate C
Leader
Trust
High
interactions
Formal Relations
Ingroup
Outgroup
Personal Compatibility,
Subordinate and/or
Extroverted Personality

Coffee Time
11:00am-11:15am
52

Normative Decision Model (Vroom & Yetton)
53
Autocratic
I (AI)
Autocratic
II (AII)
Leader obtains
additional
information from
group members,
then makes
decision alone.
Group members
may or may not be
informed.
Consultative
I (CI)
Leader shares
problem with group
members individually,
and asks for
information and
evaluation. Group
members do not meet
collectively, and
leader makes
decision alone.
Consultative
II (CII)
Leader shares
problem with
group members
collectively, but
makes decision
alone
Group
II (GII)
Leader meets with
group to discuss
situation. Leader
focuses and directs
discussion, but does
not impose will.
Group makes final
decision.
Leader solves the
problem along using
information that is
readily available to
him/her

Autocratic
Decision
Consultative
Decision
Joint
Decision
Delegated
Decision
Participative Leadership
54
No participation
by followers
High participation
by followers
Continuum Of Decision Procedures

Participative Leadership Process
55
Facilitate the
conversation.
Openly share
information and
knowledge.
Encourage
people to share
their ideas.
Synthesize all the
available
information.
Take the best
possible decision.
Communicate
their decision
back to the group.
How Participative Leaders Operate

Four Types of Participative Decision Making
56
Autocratic participative decision-making implies that while possible
solutions are brainstormed collectively, the responsibility of taking the final
decision is still on the leader alone.
Democratic or participative leadership encourages participation of all
members, but the final decision is taken by the leader.
Consensus decision-making is a leadership style where the leader gives
up control and responsibility of decision-making, leaving it entirely to the
group.
Collective decision-making is a form of leadership style where all decision
are taken by the group, and the responsibility for these decisions are also
entirely on the group.
Participative
decision-
making styles
Democratic
Consensus
Collective
Autocratic

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Vision & Mission

John
Doe
Jasmin
Smith
John
Doe
Tom
Torres
Meet Our Team
Editor
Graphic designer
Manager
CEO

60
ABOUT US
Professional
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Creative
Talented

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Our Main Goals
Satisfaction Communication
Values

Positive Factors
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Negative Factors
Comparison
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Dashboard
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0
10
20
30
40
50 60
70
80
90
100
110
High Speed
on
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Location
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80%
Australia
30%
25%
40%
United States
China
Brazil

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2013
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Timeline

Post it
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NEWSPAPER
xxxxxxx xxxxx xxxxx
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Born to Leadership
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Newspaper
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Puzzle Pieces
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01 02
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Target Achievement
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Achievement 1
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Achievement 2

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Venn

Lego
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Silhouettes
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Bar Graph
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50%
65%
-15%
-9%
40%
50%
-19%
-2%
-30% -20% -10% 0% 10% 20% 30% 40% 50% 60% 70%
Product 02 Product 01
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Hierarchy
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Funnel
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01
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Pie Chart
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40% 75%

Financials
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60% 55%
43% 30%
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THANK YOU
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