This document discusses different leadership theories and styles. It describes trait theory, which suggests that innate qualities and characteristics determine leadership abilities. It also covers style theories, including Blake and Mouton's managerial grid and Ashridge Management College styles. The managerial grid evaluates leadership styles based on concern for people and production. Ashridge identifies autocratic, persuasive, participative, and democratic styles. Finally, it summarizes contingency theories from Adair, Fiedler, Bennis, Kotter, and Heifetz, examining how leadership effectiveness depends on situational factors.

1. Leadership styles & it’s
effectiveness

4. Leadership
Leadership is the ability of an individual or a group of individuals to influence
and guide followers towards achievement of a common objective or goal.

5. Leadership in business
Leadership in the business world is the capacity of a company’s management to set
and achieve challenging goals, take fast and decisive action when needed, outperform
the competition, and inspire others to perform at the highest level they can.

6. Theories related
to leadership
Trait Theories
Style theories
Contingency
Theories

7. Trait theory
Trait theory of leadership suggests that certain inborn or innate qualities and
characteristics makes someone a leader. These qualities might be personality
factors, physical factors, intelligence factors and so on. The assumption here is
that choosing people with right traits will improve organisational performance.

8. Style theories
Style theory talks about different leadership styles which
basically refers to classification of how a person behaves
while leading a group.

9. Style Theories
Blake and Mouton’s
Managerial grid
Ashridge
Management College

10. Blake and Mouton’s Managerial grid
This managerial grid considers two key aspects in leadership –
concern for people and concern for production. This grid helps in
evaluating current leadership style and devise a plan on how to reach
the most optimum leadership style. Manager here is placed on the
graph based on his or her degree of concern for people or production.

11. Blake and Mouton’s findings were as follows:
• Management impoverished (1,1) :
Herein the manager makes least effort and has the
least concern for getting the tasks done.
The manager has concerns for the people which
leads to a comfortable and friendly organization’s
but is not effective as less work gets done.
• Country club management (1,9):
• Task management (9,1):
This manager is focused on increasing production
efficiency and quantity at the cost of labor
wellbeing.

12. • Middle of the road management (5,5):
The manager’s concern for people and production
however score an average on both.
• Team management (9,9):
The manager is able to optimally manage people
and production thereby the best form of
leadership in theory.

13. Ashridge Management college
Ashridge
management
college
Tells/ Autocratic
style
Sells / Persuasive
style
Consult /
Participative style
Joins / Democratic
style

14. 1. Tells / Autocratic style :
This is also referred to as ‘boss centered’ leadership. Herein the manager is the
sole decision maker and does not take into consideration anyone else’s view
point. He/ she instructs employees what to do and expect them to do it
without any suggestion.
L E
E
E
E
L – Leader
E - Employee

15. 2. Sells / persuasive style:
Here the manager is still the sole decision maker and instruct employees on
what to do. But, unlike Autocratic style here the manager also tries to explain
the rationale behind his decisions and instructions rather than simply
instructing them to obey him.

16. 3. Consult / participative style:
Manager will ask the employees for their opinions and it is his decisions
whether to incorporate their views or not and the manager will still make the
final decision.

17. 4. Joins / democratic leadership style:
The manager following this type of leadership style will include employees in
the decision making process and there will be a consensus.

18. Contingency Theory
Contingency theory is also known as situational approach. As it states that there is
no one universally applicable management theory to manage organizations. This is
because every organization is different and face different situation and requires
different ways of getting things done. Managers must determine the method that
would work out the best.

19. Contingency
Theories
Adair
Fiedler
Bennis
Kotter Heifetz

20. Adair
As per Adair, a leader needs to make a balance between 3
interrelated needs and goals – Task needs, group needs and
Individual needs in order to be effective.
Fiedler
Fiedler evaluated the relationship between leadership style
and effectiveness of work, there are 2 styles of leadership:
1. Psychologically Distant managers (PDM’s)
2. Psychologically Close managers (PCM’s)
Bennis
According to Bennis there are two types of leadership:
1. Transactional leadership
2. Transformational leadership

21. Kotter
Kotter suggested certain ways in order to deal with
resistance and conflicts within an organisation or managing
change with in an organisation. Some of those ways are :
1. Participation and Involvement
2. Education and communication
3. Facilitation and support and many more…
Heifetz
As per Heifetz the role of managers or leaders is to aid their
subordinates in facing reality, helping and guiding them in
facing their issues and challenges. This can help in
increasing level of motivation and productivity too.