Dept. of master of public health, DPSRU, New Delhi I Skillfully design the presentation with a dedication to look unique and accurate while presenting.

1. THEORIES OF LEADERSHIP
&
MOTIVATIONAL THEORIES
PRESENTING TO:
Mrs. Abhilasha Abhay Gupta
PRESENTED BY:
Group -5 (Dr.Vibhor Dudhraj, Abul
Faisal, Ashpak Aslam & Aimian)

2. • Great Man Theory/Trait Theory
• Behavioural Theories:
 Ohio State Studies and Michigan Studies
 Managerial Grid
• Contingency Theories & Situational theories :
 Fiedler's Model Least Preferred Co-worker (LPC) Theory
*Cognitive Resources Theory
 Hersey and Blanchard's Situational Theory
 Leader-member Exchange Theory
 House's Path Goal Theory
 Leader Participation Model
• Transactional Theory of Leadership
• Transformational Theory of Leadership
CONTENTS

3. Great Man Theory/Trait Theory of Leadership:
• The great man theory was originally proposed by Thomas Carlyle in 1949.
• The assumption behind this theory is that “Great leaders will arise, when there is great need”.
• Leaders are born, not made
• This approch emphasized that a person is born with or without the necessary traits of leaderships.
Early explanation of leadership studied the “traits” of great leaders
• “Great man “ theories ( Mahatma Gandhi,Margaret Thatcher,Nelson Mandela, Narayana Murthy of
Infosys & Apple‟s Cofounder Steve Jobs etc)
• Belief that people were born with these traits and only the great people possessed them.

4. Great Man Theory/Trait Theory of Leadership:
• Great Man approach actually emphasis “charismatic “leadership, Here Charisma
is a Greek word for gift.
• No matter what group such a natural leader finds himself in,he will always be
recoginised for what he is,
• According to the great man theory of leadership, leadership calls for certain
qualities like commanding personality, charm,courage,intelligence,persuasiveness
and aggressiveness.

5. TRAIT THEORY

6. Traits of Leaders
• Intelligence
• physical Features
• Inner motivation
• Maturity
• Vision & Foresight
• Acceptance of Responsibility
• Open-Minded and adaptability
• Self-confidence
• Human Relation attitude
• Fairness and objectivity
TRAIT THEORY

7. Traits Skills
Adaptable to situations
Alert to social environment
Ambitious and achievement oriented
Assertive
Cooperative
Decisive
Dependable
Dominant (desire to influence others
Energetic (high activity level)
Persistent
Self-confident
Tolerant to stress
Willing to assume responsibility
Clever (Intelligent)
Conceptually skilled
Creative
Diplomatic and tactful
Fluent in speaking
Knowledgeable about group task
Organised (administrative ability)
Persuasive
Socially-skilled
TRAIT THEORY
Traits And Skills

8. BEHAVIOURAL THEORY
Theories proposing that specific behaviors differentiate leaders from non leaders.
• Patter of actions used by different individuals determines leadership potential.
• Examples
Autocratic,democratic and laissez-faire
Michigan Studies: Employee centered versus task centered
• Theories that attempt to isolate behaviors that differentiate effective leaders from
ineffective leaders.

9. BEHAVIOURAL THEORY
Behavioual Leadership Studies
• The Ohio state Studies:
 This study was made by Ohio State University in 1945 by E.A. Fleishman, E.F.
Harris and H.E. Burtt.
 It sought to identify independent dimension of leader behavior.
– Initiating structure
– Consideration
• The University of Michigan Studies :
 It is carried out by the University of Michigan‟s Research centres, in 1946 by Rensis Likert and
his associates
 It sought to identify the behavior characterstics of leaders related to performance effectiveness.
– Employee oriented
– Production oriented

10. The Ohio state Studies
BEHAVIOURAL THEORY

11. BEHAVIOURAL THEORY
The University of Michigan Studies

12. BEHAVIOURAL THEORY
THE MANAGERIAL GRID THEORY
• The Managerial Grid theory of leadership was proposed by Robert Blake and Jane Mouton in 1964.
• This theory which is depicted in a graphical form is also known as the “Leadership Grid Theory”.
• Through the Managerial Grid, 5 kinds of Leadership Style was identified, which include the following:
(i) Impoverished, in which there is low concern for people and production (1 by 1)
(ii) Country Club, wherein the concern for production is low, but for people is high (1 by 9)
(iii) Task, in which there is high concern for production and low concern for people (9 by 1)
(iv) Middle of the Road, where there is moderate concern for both the production andthe people (5 by 5)
(v) Team, wherein there is high concern for both the people and production (9 by 9)

13. BEHAVIOURAL THEORY

14. CONTINGENCY THEORIES
 While trait and behavior theories do help us understand
leadership ,an important component is missing : the
enviroment in which the leader exists.
Contingency Theory deal with this additional aspect of
leadership effectiveness studies.

15. CONTINGENCY THEORIES

16. CONTINGENCY THEORIES

17. CONTINGENCY THEORIES

18. CONTINGENCY THEORIES

19. CONTINGENCY THEORIES

20. CONTINGENCY THEORIES

21. CONTINGENCY THEORIES

22. CONTINGENCY THEORIES
HERSEY & BLANCHARD'S SITUATIONAL LEARDERSHIP

23. CONTINGENCY THEORIES
SITUATIONAL LEADERSHIP THEORY

24. CONTINGENCY THEORIES

25. CONTINGENCY THEORIES

26. CONTINGENCY THEORIES

27. CONTINGENCY THEORIES

28. CONTINGENCY THEORIES

29. CONTINGENCY THEORIES

30. TRANSACTIONAL THEORY OF LRADERSHIP
• The transactional theory of leadership was first discussed by Max Weber in 1947 and
was later developed by Bernard M Bass in 1981. There are several assumptions that
underlie the transactional theory, which are as follows:
People perform their best when the chain of command is definite and clear.
Workers are motivated by rewards and punishments.
Obeying the instructions and commands of the leader is the primary goal of the
followers.
Subordinates need to be carefully monitored to ensure that expectations are met.

31. Characteristic Features
Transactional Theory of Leadership
(i) Contingent Reward: The leader links the goals of the organization to rewards and clearly specifies and
expectations , provides the needed resources and set SMART
(specific, measurable, attainable, realistic, and timely) goals for the subordinates;
(ii) Management by Exception (Active): The leader actively monitors the performance of the
subordinates,watches and searches for deviations from rules and standards, and take corrective actions to
prevent mistakes;
(iii) Management by Exception (Passive): In terms of passive management, a leader intervenes only if
standards are not met and even use punishments for poor performances; and
(iv) Laissez-Faire: In this for, the leader gives an environment to subordinates, where they can take
decisions.In this form, the leader himself abdicates from responsibilities and avoids making decisions, due
to which the followers lack the direction.

32. TRANSFORMATIONAL THEORY OF LEADERSHIP
• Transformational leadership is also equated to an extent with the charismatic
leadership.
• According to Bass and Riggio,
There are four dimensions to the transformational theory of leadership, viz.
I. Idealized Influence (II)
II. Inspirational Motivation (IM)
III. Intellectual Stimulation (IS)
IV. Individualized Consideration (IC)

33. Transformational Theory of Leadership
(i) Idealized Influence (II): In this form of leadership, the leaders act as role models for their subordinates
and they exhibit high morals and ethical standards. They further provide the vision and sense of mission,
instill pride amidst the followers and gains respect and trust;
(ii) Inspirational Motivation (IM): In this dimension of leadership, leaders inspire their subordinates in
various ways and give meaning to their work and bring new challenges and enthusiasm. The leader
expresses the organizational purposes in simple terms to the followers and has high expectations on the
followers;
(iii) Intellectual Stimulation (IS): In this form, the leaders stimulate the intellectual ability of their
followers. That is, through new approaches, the leaders try to stimulate the way of thinking of their
subordinates and thus, raise the creativity in them and promote intelligence, rationality and problem
solving skills; and
(iv) Individualized Consideration (IC): The leaders, under this dimension, pay more attention to the
individual needs of development of the subordinates so as to achieve success (Kuchynkova, 2013).

34. • This is the earliest and most widely known theory of motivation,
developed by Abraham Maslow (1943) in the 1940s and 1950s.
• This theory condenses needs into five basic categories.
• Maslow ordered these needs in his hierarchy, beginning with the basic
psychological needs and continuing through safety, belonging and love, esteem
and self-actualization.
MASLOW HIERARCHY OF NEEDS

35. MASLOW HIERARCHY OF NEEDS
The Maslow motivation theory is typically represented by 5 steps:
• Physiological needs – such as hunger, thirst and sleep
• Safety needs – such as security, protection from danger and freedom from pain.
• Social needs – sometimes also referred to as love needs such as friendship, giving
and receiving love, engaging in social activities and group membership.
• Esteem needs – these include both self-respect and the esteem of others. For
example, the desire for self-confidence and achievement, and recognition and
appreciation.
• Self-actualization – This is about the desire to develop and realize your full
potential. To become everything you can be.

37. 1- According to Herzberg, there are some job factors that result in satisfaction while
there are other job factors that prevent dissatisfaction.
2- Herzberg classified these job factors into two categories-
a- hygiene factor
b- motivational factor
3- According to Herzberg, the opposite of “Satisfaction” is “No satisfaction” and the
opposite of “Dissatisfaction” is “No Dissatisfaction”.
HERZBERG'S MOTIVATIONAL - HYGIENE THEORY

38. HERZBERG'S MOTIVATIONAL - HYGIENE THEORY

39. McCLELLAND's NEEDS THEORY
1- McClelland’s Needs Theory was proposed by a psychologist David
McClelland.
2- According to McClelland specific needs of the individual are acquired over a
period of time and gets molded with one’s experience of the life.
3- McClelland has identified three basic motivating needs, Viz. Need for Power,
Need for Affiliation and Need for Achievement and, along with his associates
performed a considerable research work on these basic needs.

40. McCLELLAND's NEEDS THEORY