This document discusses several theories of leadership including: situational leadership theory, which proposes that effective leaders adapt their style to match the situation; Fiedler's contingency theory that examines how a leader's style interacts with situational factors; and House's path-goal theory, which focuses on a leader clarifying goals and removing obstacles to motivate employees. The theories emphasize that leadership effectiveness depends on matching style to factors like employee readiness and the task environment.

1. LEADERSHIP
Leadership is not a command to follow, but an invitation
to move forward together

2. S I T U AT I O N A L L E A D E R S H I P
 Applying different leadership skills to the motivation
and capabilities of the employee in a situation.

3. S i t u a t i o n a l A p p r o a c h e s To
Leadership
 Early approaches
 .Contingency or
 Situational Theories

4. E A R LY L E A D E R S H I P M O D E L S
 Trait Theories: sought to identify personal characteristics
responsible for effective leadership.
 Research shows that traits do appear to be connected to effective
leadership.
– Many “traits” are the result of skills and knowledge.
– Not all effective leaders possess all these traits.
 Traits That Differentiate Leaders From Non-leaders
i. Drive
ii. Desire to lead
iii. Honesty and integrity
iv. Self-confidence
v. Intelligence
vi. Job-relevant knowledge

5. FIEDLER'S CONTINGENCY THEORY
 Leader style: the enduring, characteristic approach to leadership a manager uses.
• Relationship-oriented: concerned with developing good relations with
workers.
• Task-oriented: concerned that workers perform so the job gets done.
 Situation characteristic: how favorable a given situation is for leading to occur.
• Leader-member relations: determines how much workers like and trust
their leader.
• Task structure: extent to which workers tasks are clear-cut.
• Clear issues make a situation favorable for leadership.
• Position Power: amount of legitimate, reward, & coercive power a leader
has due to their position.
• When positional power is strong, leadership opportunity becomes
more favorable.

6. S I T U AT I O N A L L E A D E R S H I P
T H E O R Y ( S LT )
 Developed by Hersey and Blanchard
 Different situations and followers require different
leadership styles.
 No one leadership style is appropriate for all
situations and effective leaders adjust their style to
match the situation.
 Use the model to determine the situation and then
choose the corresponding leadership style.
 Also focuses on the maturity level of the followers.

7. H E R S E Y- B L A N C H A R D ' S S I T U AT I O N A L
MODEL

8. STEPS IN SLT PROCESS
 Overview of employee’s tasks
 Assess employee on each task
 Decided on style for each task
 Discuss with employee
 Make a joint plan
 Follow-up, check and adjust

9. O N C E M AT U R I T Y L E V E L S A R E
IDENTIFIED
Manager can determine the appropriate leadership style
 Telling
 Selling
 Participating
 Delegating

10. H O U S E ’ S PAT H - G O A L M O D E L
 Model says that it’s the leader’s job:
• to assist followers in attaining their goals and
• to provide the direction or support needed to ensure that their goals
are compatible with overall objectives of the group or organization.
 Flexible model
 Steps to Path-Goal
1. Clearly identifying the outcomes workers are trying to
achieve.
• Can range from pay to job security or interesting work.
2. Reward workers for high-performance and attainment of
goals.
3. Clarifying the paths to goal attainment for workers, remove
obstacles to performance, and express confidence in worker’s
ability.

11. H O U S E ' S PAT H - G O A L T H E O R Y
 Path-goal identifies four behaviors leaders can use:
1) Directive behaviors: set goals, assign tasks, show how to do things.
2) Supportive behavior: look out for the worker’s best interest.
3) Participative behavior: give subordinates a say in matters that affect
them.
4) Achievement-oriented behavior: Setting very challenging
goals, believing in worker’s abilities.
 Which behavior should be used depends on the worker and the tasks.
 Path-Goal is a contingency model since it proposes the steps managers
should take to motivate their workers.

12. H O U S E ' S PAT H - G O A L T H E O R Y
 Path Clarification
• Leader defines what follower needs to do to gain outcomes
• Leader clarifies follower’s work roles
• Follower gains knowledge and confidence
• Follower is motivated and shows increased effort
• Organizational goals are achieved
 Increase rewards
• Leader finds out about follower’s needs
• Leader matches follower’s needs to rewards if work outcomes are
accomplished
• Leader increases value of work outcomes for follower
• Follower is motivated and shows increased effort
• Organizational goals are achieved