The document discusses various leadership theories including: trait theories, which focus on identifying inherent traits of leaders; behavior theories, which examine autocratic versus democratic leadership styles; and contingency theories, which propose that leadership effectiveness depends on matching a leader's style to the situation. Relationship theories such as path-goal theory and individualized leadership emphasize how leaders motivate followers through consideration of their needs and abilities.

1. Lecture 2 : Leadership Theories
Traits, Behaviors, and
Relationships
Lecturer: Prof. Dato’ Dr. Che Musa Che Omar
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2. Your Leadership Challenge
 Identify the strengths you can bring to a
leadership role.
 Outline some personal traits and characteristics
that are associated with effective leaders.
 Recognize autocratic versus democratic
leadership behavior and the impact of each.
 Know the distinction between people-oriented
and task-oriented leadership behavior and when
each should be used.
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3. Your Leadership Challenge (cont.)
 Understand how the theory of individualized
leadership has broadened the understanding
of relationships between leaders and
followers.
 Distinguish among various roles leaders play
in organizations, including operations roles,
collaborative roles, and advisory roles, and
where your strengths might best fit.
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4. Theories of Leadership
•
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•
•
•
•
•
Great Man Theories
Contingency Theories
Path-Goal Theory
Trait Theories
Behavior Theories
Influence Theories
Relational Theories
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5. Great Man Theories
Ideological theory that "great" leaders possess
characteristics or traits not found in the rest of the
population.
This concept is based on the belief that great leaders
are not made but born with unique characteristics
which allow them to rise to the occasion during
difficult periods in history to overcome obstacles and
leader their nation successfully.
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6. Contingency Theory
• This is a leader match theory because it tries to match
leaders to appropriate situations
• A leader’s effectiveness depends on how well the
leader’s style fits the context
• The theory was developed by studying the styles of
leaders in situations and whether they were effective
(primarily in military organizations)
• Concerned with styles and situations
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7. Contingency Theory
Leadership styles are either
– task motivated or
– relationship motivated
Situations have three factors:
1.leader-member relations,
2.task structure and,
3.position power
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8. Path-Goal Theory
Path Goal theory is about how leaders motivate
subordinates to accomplish designated goals
•The stated goal of leadership is to enhance employee
performance and employee satisfaction by focusing on
employee motivation
•Emphasizes the relationship between the leader’s style and
characteristics of the subordinates and the work setting
•The leader must use a style that best meets the
subordinates motivational needs
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9. Path-Goal Theory
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

10. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

11. The Trait Approach
Traits: the distinguishing personal
characteristics of a leader, such as
intelligence, honesty, self-confidence,
and appearance
Great Man Approach: a leadership
perspective that sought to identify the
inherited traits leaders possessed that
distinguished them from people who
were not leaders
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12. The Trait Approach
Thomas Carlyle (1907) commented that “the history
of the world was the biography of great men”
• Focuses on:
– Personal attributes: high energy level,
tolerance for stress, emotional maturity,
integrity, self-confidence
– Motivation: need for power, achievement,
affiliation
– Skills: technical, conceptual, interpersonal
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13. Personal Characteristics of Leaders
Personal Characteristics
• Energy
• Passion
• Physical stamina
Intelligence and Ability
• Intelligence, cognitive ability
• Knowledge
• Judgment, decisiveness
Personality
• Optimism
• Self-confidence
• Honesty and integrity
• Enthusiasm
• Charisma
• Desire to lead
• Independence
Social Characteristics
• Sociability, interpersonal skills
• Cooperativeness
• Ability to enlist cooperation
• Tact, diplomacy
Work-Related Characteristics
• Drive, desire to excel
• Responsibility in pursuit of goals
• Persistence against obstacles,
tenacity
Social background
• Education
• Mobility
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14. Behavior Approaches
Autocratic: a leader who tends to
centralize authority and derive power
from position, control of rewards, and
coercion
Democratic: a leader who delegates
authority to others, encourages
participation, relies on subordinates’
knowledge for completion of tasks, and
depends on subordinate respect for
influence
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15. Leadership Continuum
Boss-Centered
Subordinate-Centered
Leadership
Leadership
Use of authority by manager
Area of freedom for subordinates
Manager makes
Manager presents
Manager
Manager
decisions and
ideas and invites
presents
permits
announces it
questions
problems,
subordinates
gets sugg.
to function
makes
within limits
changes
defined by
Manager “sells”
decision
Manager
superior
presents tentative
Manager
decision subject
defines limits,
to change
asks group
do make
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decision
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16. Ohio State Studies
Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust
Initiating Structure: the extent to
which a leader is task oriented and directs
subordinates’ work activities toward goal
achievement
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17. University of Michigan Studies
Employee-centered: a
leadership behavior that displays a
focus on the human needs of
subordinates
Job-centered: leadership behavior in
which leaders direct activities toward
efficiency, cost cutting, and scheduling,
with an emphasis on goals and work
facilitation
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18. The Leadership Grid Figure
®
(adapted)
1,9
9,9
Country Club Management
Team Management
Concern for People
High
5,5
Middle-of-the-Road
Management
Impoverished Management
Authority-Compliance
1,1
Management
9,1
Low
Low
Concern for Results
High
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19. Themes of Leader Behavior
Research
Study Area
People-Oriented
Task-Oriented
Ohio State University
Consideration
Initiating Structure
University of Michigan
Employee-Centered
Job-Centered
University of Texas
Concern for People
Concern for
Production
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20. Individualized Leadership
• … a theory based on the notion that a
leader develops a unique relationship
with each subordinate or group
member, which determines how the
leader behaves toward the member
and how the member responds to the
leader.
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21. Stages of Development of
Individualized Leadership
.
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22. Leader Behavior Toward In-Group
versus Out-Group Members
In-group
• Discusses objectives; gives
employee freedom to use
his or her own approach in
solving problems and
reaching goals
• Listens to employee’s
suggestions and ideas
about how work is done
• Treats mistakes as learning
opportunities
Out-Group
• Gives employee specific
directives for how to
accomplish tasks and
attain goals
• Shows little interest in
employee’s comments
and suggestions
• Criticizes or punishes
mistakes
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23. Leader Behavior Toward In-Group versus
Ex. 2.6 (contd.)
Out-Group Members (cont…)
In-Group
• Gives employee
interesting assignments;
may allow employee to
choose assignment
• Sometimes defers to
subordinate’s opinion
• Praises accomplishments
Out-Group
• Assigns primarily
routine jobs and
monitors employee
closely
• Usually imposes own
views
• Focuses on areas of
poor performance
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24. Leader-Member Exchange (LMX)
An individualized leadership model that
explores how leader-member relationships
develop over time and how the quality of
exchange relationships impacts outcomes
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25. Three Types of Leadership Roles
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26. Transformational Leadership
• Leadership is the process of inspiring a
group to pursue goals and attain
results.
 4 components:
• Idealized influence
Inspirational motivation
 Intellectual stimulation
 Individualized consideration

Transformational leadership is strongly related
to work unit effectiveness; especially idealized
influence (Lowe, Kroeck, & Sivasubramaniam, 1996)
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

27. Cross-Cultural Leadership Issues
Japanese vs. American managers (Graen & Wakabayashi,
1994):
– Language differences
– Japanese perception that Americans have
underdeveloped sense of obligation to company
– Americans do not understand Japanese tendency to not
use punishment for insubordination
– Americans see lack of perks as loss of status
– Americans do not spend entire career in one company
There is not a single conceptualization of
leadership
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28. Leadership vs. Management
• Mintzberg (1973) stated that leadership was
merely a form or subset of management.
Minzberg also suggested that managers
had the following roles or functions:





Figurehead
Negotiator
Liaison
Monitor
Disseminator




Spokesman
Entrepreneur
Distribution
handler
Resource allocator
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29. Leadership vs. Management
Other researchers (Bennis & Nanus, 1985)
suggest that there are differences between
leaders and managers.
– “To manage means to bring about, to
accomplish, to have charge of or
responsibility for, to consider!”
– “Leading is influencing, guiding in direction,
course, action, opinion.”
– Leaders are people who do the right thing.
©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

30. ©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

31. Thank You For Your Kind
Attention
chemusaster@gmail.com
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©2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.