Leadership involves influencing others toward goals, while management focuses on stability and compliance. Leadership theories help categorize styles and identify that style depends on personality, situation, followers and environment. Early theories proposed traits or behaviors of leaders. Behavioral theories examined autocratic, democratic and laissez-faire styles. Situational theories emphasize adapting style to followers and context. Transformational leadership creates vision and motivates followers through idealized influence, inspiration, intellectual stimulation and individual consideration.

1. LEADERSHIP
Pejman Moghbelzadeh

2. WHAT IS LEADERSHIP?
Leadership
• The ability to influence a group toward the
achievement of goals
• Leadership promotes adaptive or useful
changes.
Management
• Use of authority inherent in designated formal
rank to obtain compliance from organizational
members
• Management promotes stability or enables the
organization to run smoothly.
Persons in managerial positions may be involved
with both management and leadership.
Both management and leadership are needed for
organizational success.

3. LEADERSHIP THEORY
Leadership theories help us to identify and categorize different leadership styles adopted by
leaders in different situations.
A GOOD MAGICIAN is a good theorist
Leadership style is found to be reliant upon a number of issues:
• The personality of the leader.
• The maturity of followers.
• The current situation.
• The wider needs of the environment.

4. GREAT PERSON’ THEORY
Theory assumes that leaders are born, not made.

5. TRAIT THEORIES
• A set of traits or inner qualities that can
define a leader
• Theories that consider personality, social,
physical, or intellectual traits to
differentiate leaders from non leaders
• Some leaders will be born with effective
traits, others can learn them through
exposure or study
• By identifying these traits it was believed
that people having them could be
identified, recruited and placed in
positions of authority

6. BEHAVIORAL
THEORIES
• This develops the trait theories from some
inherent qualities of leadership into considering
what leaders do
• Our behaviors are driven by our values.
• Behavior of leaders (what they do) being more
important than their physical, emotional or
mental traits.

7. BEHAVIORAL THEORIES MODEL
German-American psychologist Kurt Lewin and colleagues (1939)
identified three different leadership styles:
Autocratic:
• Leader takes decisions without any consultation
• Speedy decisions are required
• Greatest level of discontent amongst team members.
• I want both of you to. . .
Democratic:
• Team input, to a greater or lesser extent, in the decision-making
process
• Difficult to manage when there is a wide range of opinions.
• Let's work together to solve this. . .
Laissez-faire:
• To take a back step and allow people a high degree of decision-
making.
• No requirement for central co-ordination of resources
• Adoption of the laissez-faire approach is a conscious decision by the
leader, rather than an excuse from one who is lazy or otherwise
occupied.
• You two take care of the problem while I go. .

8. BEHAVIORAL THEORIES MODEL
Michigan University Model aimed to determine the
methods and principles of leadership that lead to higher
levels of satisfaction and productivity in staff
• Employee-centered supervisors.
• Place strong emphasis on subordinate’s welfare.
• Production-centered supervisors.
• Place strong emphasis on getting the work done.
Employee-centered supervisors have more productive work
groups than production-centered supervisors.

9. BEHAVIORAL THEORIES MODEL
Managerial Grid.
• Developed by Robert Blake and Jane
Mouton.
• Managerial Grid based upon two
behavioral approaches:
• concern for people:
• concern for production/result

10. MANAGERIAL MODEL
Country club – high people / low production:
• people feel secure and
comfortable in their roles,
assuming that as long as they
are happy they will work
harder.
• But one where production
suffers due to lack of direction.
Task management – high production / low people:
• similar to autocratic leadership
style,
• employees are only a means
by which tasks are completed.
• Rules, procedures and
punishment to pressurize their
people to achieve goals.
Impoverished – low people / low production:
• ineffective as their main
concern is to avoid being held
responsible for any problems
• Yet problems will occur in an
environment where
disorganization, dissatisfaction
and disharmony prevail.
Middle-of-the-road – medium people / medium
production:
• Neither the people’s potential
nor that of productivity are
realized.
• Leaders adopting this style are
ready to accept average
performance
Team management – high people / high
production:
• Employees understand what the
organization is trying to achieve
and willingly accept their
importance in meeting agreed
goals.

11. SITUATIONAL THEORIES
• Specific leadership style is determined by
the external environment or specific
situation.
• The situational approach to leadership
requires leaders to adapt their style
according to the situation they face

12. SITUATIONAL THEORIES
THE LEAST PREFERRED CO-WORKER MODEL
• No best style of leadership. Instead, a leader's effectiveness is based on the situation.
• Two factors – "leadership style" and "situational favorableness”
• Leadership style is fixed and there are two style
• Task-oriented leaders
• relationship-oriented leaders
• Situational Favorableness
• Leader-Member Relations
• Task Structure
• Leader's Position Power
Leader-Member Relations Task Structure Leader's Position Power Most Effective Leader
Good Structured Strong Low LPC
Good Structured Weak Low LPC
Good Unstructured Strong Low LPC
Good Unstructured Weak High LPC
Poor Structured Strong High LPC
Poor Structured Weak High LPC
Poor Unstructured Strong High LPC
Poor Unstructured Weak Low LPC

13. SITUATIONAL THEORIES
THE PATH–GOAL MODEL
• Adapt their behavior according to the
challenges and opportunities of each situation
• Increasing or clarifying followers’ personal
benefits by striving for and achieving the
group’s goal;
• Clarifying and clearing a path for the
achievement of the group goals.
• leadership styles should be influenced by the
characteristics of both the followers and their
workplace.
• Fails to give weight to any emotional bonds

14. SITUATIONAL THEORIES
PATH–GOAL LEADERSHIP STYLES
Leadership Style Workplace Characteristics Follower Characteristics
Directive – clarifies the goal, gives clear direction and
expects followers to follow instructions
•Unstructured, interesting tasks
•Clear, formal authority
•Good team-working
•Inexperienced team members
•A belief they lack power
•Desire to be directed
Supportive – demonstrates concern for followers’
welfare and seeks to provide a supportive working
environment
•Simple, predictable tasks
•Unclear or weak authority
•Poor team-working
•Experienced, confident team members
•A belief they have power
•Rejection of close control
Participative – consults with followers before taking
any decisions involving goal-setting
•Unstructured, complex tasks
•Authority could be clear or unclear
•Team-working could be good or poor
•Experienced, confident team members
•A belief they have power
•Preference to have control over their work
Achievement-oriented – sets challenging goals and
has confidence in followers achieving them
•Unstructured, complex or unpredictable tasks
•Clear, formal authority
•Team-working could be good or poor
•Experienced, confident team members
•A belief that they have insufficient power
•Acceptance and respect for the leader in setting the
goals

15. SITUATIONAL THEORIES
HERSEY AND BLANCHARD’S MODEL
• This model explores the
relationship between leader and
follower
• The competence, confidence and
developmental levels of specific
followers should play the greatest
influence on determining the
most appropriate leadership
• the model requires leaders to
adapt their approach according to
the progression of the followers’
development

16. SITUATIONAL THEORIES
TANNENBAUM AND SCHMIDT LEADERSHIP
CONTINUUM
• In the belief that situations change continually and, hence,
leaders should also be able to change their approach
• leadership behavior varies along a continuum from the
autocratic extreme to one where followers are heavily
involved in decision-making

17. ACTION-CENTRED LEADERSHIP
(ACL).
• Based upon the principle that a leader achieves
a task through individuals working together in a
team
• In order to be effective, a leader must meet the
needs of the task, the team and the individual
• Leadership functions differ according to the
level the leader operates at

18. FIVE PRACTICES OF
EXEMPLARY LEADERSHIP
• Model the way: set an example by demonstrating shared
values. Achieve small successes that build confidence,
commitment and consistent progress.
• Inspire a shared vision: communicate an exciting, motivational
and meaningful future. Encourage others to share that vision by
appealing to their values, interests and aspirations.
• Challenge the process: seek challenging opportunities to
change, grow, innovate and develop. Be prepared to experiment
and take calculated risks and learn from any mistakes and
failures.
• Enable others to act: encourage collaboration by promoting
shared goals and building trust. Use delegation and
empowerment to develop increased competence, whilst offering
visible support.
• Encourage the heart: recognize and reward individual
contributions to group goals. Celebrate team achievements
regularly

19. RELATIONSHIP THEORY
• leaders who are primarily motivated by, and concerned with, the interaction they have with
their followers
• leaders recognize that the key to organizational success lies with the people who work
within it.
• leaders should find ways to motivate their people, rather than passively applying leadership
styles to followers or situations

20. TRANSFORMATIONAL
LEADERSHIP
• People will follow a person who creates an attractive vision
• Five transformational styles applied by leaders:
• Idealized influence: express their beliefs and values
and have a strong sense of purpose.
• Inspirational motivation: communicate their optimism
regarding the future; have a compelling vision of the
future; talk enthusiastically about what needs to be
achieved; and express confidence in ability to
achieve.
• Intellectual stimulation: seek different perspectives to
problem-solving; encourage creative thinking;
question ideas that have not been questioned before.
• Individualized consideration: spend time teaching and
coaching individuals; consider individuals’ needs,
abilities and strengths; listen to people.
• Idealized attributes: build respect; have power and
competence; make sacrifices for others; and instil
pride in others and energy

21. TRANSACTIONAL
THEORIES
• Transactional theories are applicable to a managerial approach to leadership
• They offer a simplistic style that is based upon ‘transactions' or instructions between a manager and
employee that can be linked to reward for successful completion of work, or, possibly, punishment for
perceived failure
• Typically refers to those individuals who view their jobs as a series of discrete transactions between
themselves and their subordinates
• Good administrators in that they operate as problem solvers

22. Executives who can effectively focus on
others emerge as natural leaders
regardless of organizational or social rank.

23. QUESTIONS?