The document discusses various theories of leadership that have developed over time. It begins with trait theories from the 1940s-1960s that focused on identifying innate qualities of leaders. Then it shifts to behavioral theories from the 1960s that examined specific leader behaviors. More recently, contingency and modern theories take into account situational factors and how leaders adapt their style based on the environment. The document provides an overview of several prominent leadership theories such as Fiedler's contingency model, path-goal theory, transformational leadership, and discusses differences between leadership styles like autocratic versus democratic approaches.

1. Leadership

2. INTRODUCTION
 LEADERSHIP- IT IS THE ABILITY TO
INFLUENCE A GROUP TOWARDS THE
ACHIEVEMENT OF GOALS.
 CONTINUED TILL LATE 40’S –TRAIT
THEORIES
 CONTINUED TILL LATE 60’S –
BEHAVIORAL THEORIES
 PRESENTLY- CONTINGENCY AND
MODERN THEORIES

3. DIFFERNCE BETWEEN
MANAGEMENT AND LEADERSHIP
 MANAGEMENT BRINGS ABOUT ORDER AND
CONSISTENCY BY DRAWING UP FORMAL
PLANS, DESIGNING RIGID ORGANIZATIONAL
STRUCTURES AND MONITORING RESULTS
AGAINST PLANS
 LEADERSHIP IS ABOUT COPING WITH CHANGE,
ESTABLISHING DIRECTIONS BY DEVELOPING A
VISION OF THE FUTURE AND COMMUNCATING
THIS VISION TO OTHERS AND INSPIRING
THEM

4. TRAIT THEORIES
THEORIES THAT CONSIDER
PERSONAL QUALITIES AND
CHARACTERISTICS THAT
DIFFERENTIATE LEADERS FROM
NON-LEADERS.

6. THE DESIRE TO LEAD

7. HONESTY AND INTERGITY

8. SELF CONFIDENCE

9. INTELLIGENCE

10. JOB-RELEVANT KNOWLEDGE

11. LIMITATIONS
 NO UNIVERSAL TRAIT THAT
PREDICTS LEADERSHIP IN AN
INDIVIDUAL
 UNCLEAR AND NOT SEPERATING
FROM CAUSE AND EFFECT
 DOESN’T DISTINGUISH BETWEEN
EFFECTIVE AND INEFFECTIVE
LEADER

12. BEHAVIORAL THEORIES
THEORIES PROPOSING THAT
SPECIFIC BEHAVIORS
DIFFERENTIATE LEADERS FROM
NON LEADERS

13. OHIO STATE STUDIES

14. INITIATING STRUCTURE
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

15. 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

16. Blake Mouton Managerial Grid
 The Managerial Grid is based on two behavioral
dimensions:
 Concern for People – This is the degree to
which a leader considers the needs of team
members, their interests, and areas of personal
development when deciding how best to
accomplish a task
 Concern for Production – This is the degree
to which a leader emphasizes concrete
objectives, organizational efficiency and high
productivity when deciding how best to
accomplish a task.

18. Country Club Leadership
 – High People/Low Production
 This style of leader is most concerned
about the needs and feelings of
members of his/her team. These people
operate under the assumption that as
long as team members are happy and
secure then they will work hard. But
production suffers due to lack of
direction and control.

19. Produce or Perish Leadership
 High Production/Low People
Also known as Authoritarian Leaders,
people in this category believe that
employees are simply a means to an
end. Employee needs are always
secondary to the need for efficient and
productive workplaces. This type of
leader is very autocratic, has strict work
rules, policies, and procedures, and
views punishment as the most effective
means to motivate employees.

20. Impoverished Leadership
 Low Production/ Low People
This leader is mostly ineffective. He/she
has neither a high regard for creating
systems for getting the job done, nor for
creating a work environment that is
satisfying and motivating. The result is a
place of disorganization, dissatisfaction
and disharmony.

21. Middle-of-the-Road Leadership
 Medium Production/Medium People
This style seems to be a balance of the
two competing concerns. It may at first
appear to be an ideal compromise.
Therein lies the problem, though: When
you compromise, you necessarily give
away a bit of each concern so that
neither production nor people needs are
fully met. Leaders who use this style
settle for average performance and often
believe that this is the most anyone can
expect.

22. Team Leadership
 High Production/High People
These leaders stress production needs and the
needs of the people equally highly. Here the
employees are involved in understanding
organizational purpose and determining
production needs. When employees are
committed to, and have a stake in the
organization’s success, their needs and
production needs coincide. This creates a
team environment based on trust and
respect, which leads to high satisfaction and
motivation and, as a result, high production.

23. CONTINGENCY THEORIES

24. FIEDLER MODEL
 IDENTIFY THE LEADERSHIP STYLE
 TASK ORIENTED
 RELATIONSHIP ORIENTED
 LEAST PREFERRED COWORKER(LPC)
TEST
 IF THE LPC IS DESCRIBED IN POSITIVE
TERMS(HIGH SCORE) LEADER IS
RELATIONSHIP ORIENTED
 IF THE LPC IS DESCRIBED IN
NEGATIVE TERMS(LOW SCORE)
LEADER IS TASK ORIENTED

25. DEFINE THE SITUATION
LEADER-MEMBER RELATIONS
DEGREE OF CONFIDENCE, TRUST
AND RESPECT MEMBERS HAVE IN
THEIR LEADER
WILL EITHER BE GOOD OR BAD

26. TASK STRUCTURE
DEGRESS TO WHICH THE JOB
ASSIGNMENTS ARE PROCEDURIZED
( STRUCTURED OR UNSTRUCTURED)
WILL EITHER BE HIGH OR LOW

27. POSITION POWER
THE DEGREE OF INFLUENCE A LEADER
HAS OVER POWER VARIABLE SUCH AS
HIRING , FIRING, DISCIPLINE,
PROMOTIONS, AND SALARY INCREASES
WILL EITHER BE STRONG OR WEAK

29. HERSEY AND BLANCHARD’S
SITUATIONAL THEORY
 A CONTINGENCY THEORY THAT
FOCUSES ON FOLLOWER’S
READINESS(WILLINGNESS)
 THE EXTENT TO WHICH PEOPLE
HAVE THE ABILITY AND
WILLINGNESS TO ACCOMPLISH A
SPECIFIC TASK

30.  UNABLE AND UNWILLING- LEADER
NEEDS TO GIVE SPECIFIC AND CLEAR
DIRECTIONS
 UNABLE AND WILLING- LEADER NEEDS
TO DISPLAY HIGH TASK ORIENTATION
TO COMPENSATE FOLLOWER’S ABILITY
 ABLE AND UNWILLING- LEADER NEEDS
TO USE PARTICIPATIVE STYLE
 ABLE AND WILLING- LEADER DOESN’T
NEED TO DO MUCH

32. Path-Goal Theory
 Formulated by Robert House proposes
that the leader can affect the
performance, satisfaction, and
motivation of a group in different ways:
 Offering rewards for achieving
performance goals
 Clarifying paths towards these goals
 Removing obstacles to performance

33.  Directive leadership: Specific advice is
given to the group and ground rules and
structure are established. For example,
clarifying expectations, specifying or
assigning certain work tasks to be
followed.
 Supportive leadership: Good relations
are promoted with the group and
sensitivity to subordinates' needs is
shown.

34.  Participative leadership: Decision
making is based on consultation with the
group and information is shared with
the group.
 Achievement-oriented leadership:
Challenging goals are set and high
performance is encouraged while
confidence is shown in the groups'
ability.

37. Modern theories of leadership
Charismatic leadership
Transformational leadership
Transactional leadership
Social cognitive approach

38. Charismatic leadership
 Charismatic Leadership involves
creating a self-image so powerful
that people are naturally drawn to
you.
The Charismatic Leader gathers
followers through dint of personality and
charm, rather than any form of external
power or authority.

39. ETHICAL CHARISMATIC LEADER
 Uses power to serve others
 Aligns vision with follower’s needs
and aspirations
 Considers and learns from criticism
 Open, two- way communication
 Coaches, develops and supports
followers; shares recognition with
others

40. UNETHICAL CHARISMATIC LEADER
 Uses power only for personal gain
or impact
 Promotes own personal vision
 Demands own decisions be
accepted without question
 One- way communication
 Insensitive to follower’s needs

41. Transformational leadership
 Transformational Leaders, by
definition, seek to transform
Leaders inspire followers to transcend their
own self interests for the good of the
organization, and who possess charisma

42. Characteristics of transformational leaders
 Provide vision and sense of mission
 Communicates high expectations
 Develop a strategy for maintaining
the vision
 Promotes intelligence
 Gives personal attention

43. TRANSACTIONAL LEADERSHIP
 Where leaders guide or motivate
their followers in the direction of
established goals by clarifying role
and task requirement

44. Characteristics of transactional leader
 Contracts the exchange of rewards for
efforts, promises rewards for good
performance, recognizes
accomplishments.
 Watches and searches for deviations from
rules and standards, takes corrective
action.
 Intervenes when standards are not met
 Abdicates responsibilities, avoids making
decisions.

45. Primary Differences between Transformational &
Transactional Leadership
Categories Transactional Transformational
Leader’s source Rank, position Character, competence
of power
Follower reaction Compliance Commitment
Time frame Short term Long term
Rewards Pay, promotion, etc. Pride, self-esteem, etc.
Counseling focus Evaluation Development

46. Cognitive resource theory
 A theory of leadership that states
that stress unfavorably effects the
situation, and intelligence and
experience can lessen the
influence of stress on the leader.

47. Cognitive Resource Theory predicts that:
 A leader's cognitive ability contributes to
the performance of the team only when
the leader's approach is directive
 Stress affects the relationship between
intelligence and decision quality.
 Experience is positively related to
decision quality under high stress

48. Leadership
Styles
AUTOCRATIC
DEMOCRATIC
LAISSEZ-FAIRE

49. Autocratic Leadership Style
 Also known as Authoritarian leadership style
 Manager retains as much power and decision making authority as
possible
 Does not consult staff, nor allowed to give any input
 Staff expected to obey orders without receiving any
explanations
 Structured set of rewards and punishments

50. Most effective Not effective
New, untrained staff do
Staff become


not know which tasks to
perform or which
procedures follow tense, fearful, or
 Effective supervision resentful
provided only through
detailed orders and
instructions
 Staff depend on
 Staff do not respond to their manager to
any other leadership
style make all their
 Limited time in which to
make a decision
decisions
 A manager’s power
challenged by staff
 Low staff
 Work needs to be morale, high
coordinated with
another department or turnover and
organization
absenteeism and
work stoppage

51. Democratic Leadership Style
 It also known as a Participative style
 Encourages staff to be a part of the decision making
 Keeps staff informed about everything that affects their work
 shares decision making and problem solving responsibilities
 • Allows staff to establish goals
 • Encourages staff to grow on the job and be promoted
 • Recognizes and encourages
 achievement

52. Most effective Not effective
 Wants to keep staff
informed about matters that
 Not enough time to
affect them. get everyone’s
 Wants staff to share in input
decision-making and
problem-solving duties.
 Easier and more
 Wants to provide cost-effective for
opportunities for staff to the manager to
develop a high sense of
personal growth and job make the decision
satisfaction. & Can’t afford
 A large or complex problem mistakes
that requires lots of input to
solve  Manager feels
 Changes must be made or threatened by this
problems solved that affect type of leadership
staff
 Want to encourage team  Staff safety is a
building and participation critical concern
 when highly skilled or
experienced staff

53. Boss Centered Employee Centered
Theory X Theory Y
Autocratic Democratic
Production centered Employee centered
Initiating structure Consideration
Task Directed Human relation
Directive Supportive/Participativ
e

54. Boss-centered Employee-centered
Leadership leadership
Use of authority by the managers
Area of freedom for subordinates
Manager Manager
Manager Manager
Manager Manager presents defines limits; permits
Manager presents subordinates to
makes sells presents problems, asks group to
tentative function within
decision ideas and gets make decision
decision and decision defined limits
invites suggestions,
announce it subject to
questions makes
change
decision
Range of behavior

55. Laissez-faire
 Also known as the “hands-off¨ style
 The manager provides little or no
direction
 gives staff as much freedom as
possible
 All authority or power given to the staff
and they determine goals, make
decisions, and resolve problems on their
own

56. Most effective Not effective
 Staff highly skilled,  Staff feel insecure at
experienced, and the unavailability of a
educated manager
 Staff have pride in their  The manager cannot
work and the drive to do provide regular feedback
it successfully on their to staff on how well they
own are doing
 Outside experts, such as  Managers unable to
staff specialists or thank staff for their good
consultants used work
 Staff trustworthy and  The manager doesn’t
experienced understand his or her
responsibilities and
hoping the staff cover
for him or her

57. LEADER ROLES
AND SKILLS

59. INFORMATIONAL ROLES
DESCRIBES THE ACTIVITES USED TO
MAINTAIN AND DEVELOP AN
INFORMATION NETWORK

60.  MONITOR: SEEKS AND RECEIVES
INFORMATION
 DISSEMINATOR- FORWARDS
INFORMATION TO CONCERNED
MEMBERS
 SPOKERPERSON- TRANSMITS
INFORMATION TO OUTSIDER THROUGH
SPEECHES

61. INTERPERSONAL ROLES
PERTAINS TO RELATIONSHIPS WITH
OTHERS AND ARE RELATED TO
HUMAN SKILLS

62.  FIGUREHED-PERFORMS CEREMONIES
AND SYMBOLIC DUTIES
 LIASON- MAINTAINS INFORMATION
LINKS BOTH INTERNAL AND EXTERNAL
MEMBERS
 LEADER- MOTIVATING AND DIRECTING
SUBORDINATES

63. DECISIONAL ROLE
 PERTAINS TO THOSE EVENTS ABOUT
WHICH THE MANAGER MUST MAKE A
CHOICE AND TAKE ACTION

64.  ENTREPRENEUR- CREATES STRATEGIES
AND PROJECTS
 DISTURBANCE HANDLER- TAKES
CORRECTIVE ACTION DURING CONFLICT
 RESOURCE ALLOCATOR-SCHEDULING
BUDGET AND OTHER RESOURCES
 NEGOTIATOR- NEGOTIATIONS DURING
UNION MEETING, SALES, ETC

65. LEADERSHIP SKILLS
 CULTURAL FLEXIBILITY
 COMMUNICATION SKILLS
 HRD(HUMAN RESOURCE
DEVELOPMENT) SKILLS
 CREATIVITY
 SELF MANAGEMENT OF LEARNING