This document discusses several leadership theories and models: - Task-oriented and relationship-oriented leadership styles focus on tasks or relationships. The contingency model examines situational factors like trust in the leader. - Path-goal theory states effective leaders positively impact follower motivation, ability, and satisfaction. - Hersey-Blanchard's situational leadership theory examines follower readiness and pairs leadership styles accordingly, from telling to delegating. - Leader-member exchange theory suggests leaders classify followers into in-groups they trust more and out-groups. - Vroom-Yetton's revised model focuses on leadership style suiting each problem/situation without constraint. - Transactional leadership helps followers achieve goals. Transformational

1. LEADERSHIP

2. Leader’s Style
Task-oriented Leadership is a behavioral approach in which
the leader focuses on the tasks that need to be performed in
order to meet certain goals, or to achieve a certain
performance standard.
Relationship-oriented Leadership is a behavioral approach in
which the leader focuses on the satisfaction, motivation and
the general well-being of the team members.
Contingency Leadership Model
2.

3. Situational Factors
Leader-member relations factor- refers to the degree of
confidence, trust, and respect that followers have in the leader.
Task structure factor- refers specifically to the characteristics
of the work to be done with regard to requirements, problem
solving alternatives, and feedback on job success
Position power-The degree of influence a leader has over
power variables such as hiring, firing, discipline, promotions,
and salary increases.
3.

4. This theory states that
leaders are effective because
of their positive impact on
follower’s motivation, ability to
perform, and satisfaction.
Path Goal Model
4.

5. Leadership Behavior
Directive leader the leader provides guidelines and let
subordinates know what’s expected of them.
Supportive leader treats subordinates as equals.
Participative leader consults with subordinates and
considers their suggestions and ideas before reaching
Decision.
Achievement–oriented leader sets challenging goals,
expects subordinates to perform at the highest level, and
continually seeks improvement in performance
5.

6. SLT’s emphasis is on the followers and their
level of maturity. The leader must properly judge or intuitively
know followers’ maturity level and then use a leadership style that
fits the level.
Readiness is defined as the ability and willingness of people
(followers) to take responsibility for directing their own behavior.
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Hersey-Blanchard Situational
Leadership Theory (SLT)
6.

7. A person high in job readiness has the knowledge and
abilities to perform the job without a manager
structuring or directing the work.
A person high in psychological readiness has the self
motivation and desire to do high-quality work.
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Two types of Readiness
7.

8. Telling- The leader defines the
roles needed to do the job and tells
followers what, where, how, and
when to do the tasks.
Selling-The leader provides
followers with structured
instructions, but is also supportive.
Participating-The leader and
followers share the decisions about
how best to complete a high-quality
job.
Delegating- The leader provides
less specific, close direction or
personal support to the followers.
Leadership Behavior
8.

9. Personal-behavioral explanations of leadership
suggest that the leader’s behavior is the same across
all followers. This thinking is similar to assuming that a
parent treats or interacts with each of her children
the same.
The LMX approach suggests that leaders classify
subordinates into in-group members and out-group
members.
Leader-Member Exchange (LMX) Theory
9.

10. In-Group - if team members prove themselves
loyal, trustworthy and skilled, they're put into the In-
Group. This group is made up of the team members that
the manager trusts the most.
Out-Group - if team members betray the trust of the
manager, or prove that they're unmotivated or
incompetent, they're put into the Out-Group.
10.

11. In developing their model, Vroom-Yetton made these assumptions:
1. The model should be of value to leaders or
managers in determining which leadership styles
they should use in various situations.
2. No single leadership style is applicable to all
situations. occurs.
Vroom-Jago-Yetton Revised
Leadership Model
11.

12. 3. The main focus should be the problem to be solved
and the situation in which the problem occurs.
4. The leadership style used in one situation should
not constrain the styles used in other situations.
5. Several processes influence the amount of
participation by subordinates in problem solving.
12 12.

13. Transactional Leadership
The leader helps the follower identify what must be done to
accomplish the desired results: better quality output,
more sales or services or reduced cost of production.
Transformational Leadership
Motivates followers to work for transcendental goals
instead of short-term self-interest and for achievement and
self-actualization instead of security.
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Transactional and Transformational
Leadership
13.