This document discusses several leadership theories including trait theories and behavioral theories. It describes Kurt Lewin's behavioral theory which identified three leadership styles: autocratic, democratic, and laissez-faire. It also discusses Tannenbaum and Schmidt's model of delegation and team development which shows how a manager's authority decreases as a team's freedom increases through seven levels. The document provides an overview of several important leadership theories but does not analyze them in depth.

1. LEADERSHIP THEORIES :
TRAIT THEORIES
BEHAVIOURAL THEORIES –KURT LEWIN
TANNENBAUM & SCHMIDT
PRESENTED BY,
JINU MARY VARGHESE &
BLESSY MARIAMMA PHILIP
1ST YEAR MBA STUDENTS
MACFAST COLLEGE
THIRUVALLA

2. LEADERSHIP : DEFINITION
Leadership is a process which
by an
individual influence a group of
individual
to achieve a common goal.

3. GROUPING OF LEADERSHIP THEORIES
 Trait Theory of Leadership
 Behavioural Theory of
Leadership
 Situational Theory of
Leadership
 Transformational Theory of
Leadership

4. TRAIT THEORIES
●Traits are distinctive characteristics
that
distinguish leaders from non-leaders
● Trait Theory seeks to determine
personal characteristics of an effective
leader .
●It points out that the personal traits or
personal characteristics of a person make

5. Early Trait Theories
identified:
 Physical characteristics
(height, appearance)
 Personality characteristics
(extrovert)
 Skills and abilities (intelligence)

6. RECENT RESULTS ON TRAITS
 After being rejected as a basis for
identifying leaders ,trait theories have had
a revival.
Some studies have identified these traits:
Intellectual ability: Analyse the situation accurately
and
take decision accordingly
Motivation: Inspire and influence the followers
Self confidence: It will motivate his/her followers and

7. Objectively and fairness: It make a leader honest,
fair,
impartial, and unbiased
 Imagination : Ability to visualize trends and
adopt the
right course of action to achieve the result
 Initiative : A leader should take the initiative to
start
activities on time .
 Knowledge : Information that know about the
achievement or goal by the leader.

8. Limitations of Trait Theory
 It assumes leadership as an inborn
quality
 There is no quantitative tool to measure a
trait or a traits
 Personal traits form only a very small part
of leadership
 A particular trait or traits may help a
leader to successfully manage a
particular situation .But he /she may fails
in other situation.

9. BEHAVIOURAL THEORY OF LEADERSHIP
KURT LEWIN THEORY
 Kurt Lewin set out to identify different
styles of leadership. While further
research has identified more specific
types of leadership, this early study was
very influential and established three
major leadership styles.

10. THREE LEADERSHIP STYLES
Autocratic
Democratic
Laissez-Faire

11. AUTOCRATIC:
Leader makes decisions without
reference to anyone else
High degree of dependency on the
leader
Can create de-motivation and alienation
of staff
May be valuable in some types of
business where decisions need to be
made quickly and decisively

12. DEMOCRATIC:
 Most effective leadership style
 Democratic leaders offer guidance to
group members, but they also participate
in the group and allow input from other
group members.
 Improves the sharing of ideas
and experiences within the business
 Group members feel engaged in the
process and are more motivated and
creative.

13. LAISSEZ-FAIRE
● Leaders offer little or no guidance to group
members and leave decision-making up to
group members
● This style can be effective in situations where
group members are highly qualified in an
area of expertise,
● It often leads to poorly defined roles and a
lack of motivation.
i.

15. MODEL OF DELEGATION
AND TEAM DEVELOPMENT
 shows the relationship between
freedom that a manager gives to a
team, and the level of authority used
by the manager.
 team's freedom is increased, so
manager's authority decreases.
 both teams and managers develop

16. 7 LEVELS OF DELEGATED
FREEDOM
 1. Manager takes decision and announces it
 reviews options in light of aims, issues, priorities etc
 decides the action and informs the team of the decision.
 manager will consider how the team will react, but the team
plays no part in decision making.
2. The manager decides and then 'sells' the
decision to the group
 Makes the decision
 explains the reason for the decision to the team
 Emphasizes on positive benefits of the decision

17.  3. The manager presents the decision with
background ideas and invites questions.
 presents the decision with background ideas.
 team is invited to ask questions and discuss the aim of such
a decision
 enables them to understand its depth
4. The manager suggests a provisional
decision and invites discussion about it.
 discusses and reviews provisional decision with the team
and decide
 enables the team to have an idea about the final decision
 team contributes in decision making
 motivating than the previous level

18. 5. THE MANAGER PRESENTS THE SITUATION
OR PROBLEM, GETS SUGGESTION, THEN
DECIDES.
 presents the situation along with options to the team.
 team is encouraged and expected to offer ideas and
additional inputs and discuss implications on each
possible course of action.
 decides which option to be taken.
 high and specific involvement of the team because they
have more knowledge and experience than the manager
6. The manager explains the
situation, defines parameters and asks the
team to decide.
 effectively delegated responsibility to the team
 manager may or may not choose to be a part of the team
which decides.
 manager controls risks according to the constraints he

19. 7. THE MANAGER ALLOWS THE TEAM TO
IDENTIFY THE PROBLEM, DEVELOP OPTIONS
AND DECIDE ON THE ACTION, WITHIN THE
MANAGERS RECEIVED LIMIT.
 extreme level of freedom
 the team is given responsibility for
 identifying and analysing the problem
 process of resolving it
 developing and assessing options
 developing implications
 deciding and implementing the course of
action

20. TANNENBAUM AND SCHMIDT CONTINUUM IS
OFTEN SHOWN AS A SIMPLE GRAPH:

21.  The behavioral theory cannot justify why a
particular leadership behavior is effective in
one case and fails in the other case.
 This theory does not recognize the traits of
leaders. Certain traits may make a successful
leader.