The document discusses various leadership theories and styles, explaining that effective leadership is often characterized by traits such as self-confidence, intelligence, and integrity. It emphasizes the importance of matching leaders' styles with situational factors and follower readiness, as highlighted in Fiedler's contingency theory and Hersey & Blanchard's situational leadership model. Additionally, the path-goal theory is outlined, which focuses on how leaders can clarify paths and support followers in achieving their goals.

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LEADERSHIP THEORIES

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UNIVERSALISTIC APPROACH
(Trait, Behaviour, Relationships)

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A common understanding of leadership is to
describe its qualities such as charisma, intelligence,
enthusiasm, courage etc.
While many of the "leaders" seemed to possess
and exhibit some or many of these quality traits,
the researchers could not find with certainty a
common set of traits that differentiated leaders
from non-leaders and effective leaders from
the ineffective
Trait Theory of Leadership

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• Stamina / Energy
• Sociability / Relationship Skills
• Intelligence / Knowledge
• Self-Confidence / Enthusiasm
• Education
• Drive to Achieve
• Persistence

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Drive - leaders have a relatively high desire for
achievement; they are ambitious and possess a lot of
energy; they are persistent and show initiative
Desire to lead - leaders have a strong desire to
influence and lead others; they demonstrate a
willingness to assume responsibility for their actions
Honesty and Integrity - leaders build trusting
relationships between themselves and others; they are
truthful and non-deceitful, and they show high
consistency between word and deed
Trait Theory of Leadership

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Self-Confidence - leaders show self-confidence in
order to convince their followers of the rightness of
goals and decisions.
Intelligence - leaders are intelligent enough to
gather, synthesize and interpret large volumes of
information; they are able to create visions, solve
problems and make correct decisions.
Trait Theory of Leadership

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Job-relevant knowledge - leaders have sufficient
job-related knowledge about the company and
industry; they make well-informed decisions and
understand implications of such decisions.
Trait Theory of Leadership

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Traditional Leadership Styles
 Autocratic
 Benevolent (Paternalistic)
 Consultative
 Participative
 Consensus-making

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Concern for Production
ConcernforPeople
Low High
High
Low
Country Club
(1,9)
Team
(9,9)
Impoverished
(1,1)
Task
(9,1)
Middle of
the Road
(5,5)
The Leadership Grid

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Managerial Factors
These are the manager's attitudes about control,
delegation etc.
These may include factors such as personal value
system, trust and confidence etc.
Factors affecting Leadership Styles

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Subordinate Factors
These represent the degree to which subordinates
will trust and respect the manager and consequently
are influenced by him.
These may include desire for independence and
responsibility, acceptance of uncertainty, interest,
comprehension etc.
Factors affecting Leadership Styles

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Situational Factors
These include factors such as the type of the
organisation, nature of problem, effectiveness of
groups, time pressures etc.
Factors affecting Leadership Styles

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CONTINGENCY APPROACH

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LEADER
FOLLOWER SITUATION
NEEDS
MATURITY
TRAINING
COHESION
TASK
STRUCTURE
SYSTEMS
ENVIRONMENT
STYLES
TRAITS
BEHAVIOUR
POSITION

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According to Fred Fiedler (1967), effective
group performance depends on the proper
match between the leader's style of interacting
with employees and the degree to which the
situation gives control and influence to the
leader.
Contingency Theory of Leadership

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Leader-member relations
Degrees of confidence, trust, and respect
employees have in their leader
Task structure
The degree to which a task is structured or
unstructured
Position power
The degree of influence a leader has over power
variables such as hiring, firing, discipline,
promotions
Contingency Theory of Leadership

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Contingency Theory of Leadership
Task-oriented leaders are more
effective when the situation is highly
favourable or highly unfavourable.
Relationship-oriented leaders are more
effective when the situation is
moderately favourable.

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Situational Leadership model focuses on the followers.
Since it is the followers who accept or reject a leader,
the focus reflects the reality. Here, the emphasis is on
how a leader should adjust his leadership style in
accordance with the readiness (ability and willingness)
of followers.
Situational Theory of Leadership
Paul Hersey & Kenneth Blanchard, 1988

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Readiness can be in four stages:
Stage 1 - follower both unable and unwilling
Stage 2 - follower unable but willing
Stage 3 - follower able but unwilling
Stage 4 - follower able and willing
Situational Leadership

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Contingency Theory of Leadership

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Low-Task / Low-Relationship (S4)
Turn over responsibility for decisions and
implementation
Low-Task / High-Relationship (S3)
Share Ideas and facilitate decision-making
Situational Leadership

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High-Task / High-Relationship (S2)
Explain decisions and provide support
High-Task / Low-Relationship (S1)
Provide specific instructions and monitor
closely
Situational Leadership

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The path-goal theory (Robert House, 1971) is
derived from the belief that effective leaders
clarify the path to help their followers get from
where they are to achieve their goals and make
the journey easier by reducing the roadblocks
and hindrances.
Path-Goal Theory of Leadership

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Path-Goal Theory of Leadership

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Supportive Leadership
giving consideration to the needs of the
followers; displaying concern for their welfare;
creating friendly climate at the work place
Directive Leadership
letting followers know what they are expected to
do; giving specific guidelines; scheduling and
coordinating work
Path-Goal Theory of Leadership

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Participative Leadership
consulting with followers; taking their opinions
and suggestions
Achievement-Oriented Leadership
setting challenging goals and targets;
emphasising excellence in performance;
showing confidence
Path-Goal Theory of Leadership

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Subordinate Characteristics
Ability - knowledge, skills, competence
Locus of Control - Internal and External
Needs - level of hierarchy of needs
SITUATIONAL CONTINGENCIES

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Task Structure
Structured –
stressful, boring, tedious, repetitive
Unstructured –
clarify goals, define expectations
SITUATIONAL CONTINGENCIES