motivation theories

1. What Is Leadership?
Leadership
The ability to influence a
group toward the
achievement of goals.
Management
Use of authority inherent
in designated formal rank
to obtain compliance from
organizational members.

2. Early Trait Theories
Traits Theories of Leadership
• Great leaders are born and not made
• Theories that consider personality characteristics,
physical attributes and abilities, or intellectual traits to
differentiate leaders from non-leaders.

3. Trait Theory
Leadership Traits:
• Ambition and energy
• The desire to lead
• Honest and integrity
• Self-confidence
• Intelligence
• High self-monitoring
• Job-relevant
knowledge

4. Trait Theories
Limitations:
• No universal traits found that predict
leadership in all situations.
• Traits predict behavior better in “weak” than
“strong” situations.
• Unclear evidence of the cause and effect of
relationship of leadership and traits.
• Better predictor of the appearance of
leadership than distinguishing effective and
ineffective leaders.

5. Behavioral Theories
Behavioral Theories of Leadership
• Emerged as a response to deficiency of the trait theories
• Theories proposing that specific behaviors differentiate
leaders from non-leaders.
• Trait theory:
Leaders are born, not made.
• Behavioral theory:
Leadership traits can be taught.

6. Behavioral Theories
1. Lewin, Lippitt and White Studies
• They identified 3 basic styles of leadership
e. Autocratic Style: A style of leadership in which the leader
uses strong, directive, controlling actions to enforce the
rules, regulations, activities and relationships in the work
f. Democratic Style: Leader takes collaborative,
responsive, interactive actions with followers concerning
the work and work environment
g. Laissez-faire Style: A style of leadership in which the
leader fails to accept the responsibilities of the position

7. Ohio State Studies
• Based on the study conducted on aircrews and pilots using
Leader Behavior Description Questionnaire
• Study revealed 2 dimensions of leader behaviour
Initiating Structure
The extent to which a leader is likely to define and structure
his or her role and those of sub-ordinates in the search for
goal attainment.
Consideration
The extent to which a leader is likely to have job
relationships characterized by mutual trust, respect for
subordinate’s ideas, and regard for their feelings.

8. Ohio State Studies
HIGH
C
HUMAN RELATION
O DEMOCRATIC
N
S
I
D
E
R
A
T
I
O LAISSEZ FAIRE AUTOCRATIC
N
LOW
LOW INITIATING STRUCTURE HIGH
People who scored high on both were able to achieve higher levels of performance &
job satisfaction

9. University of Michigan Studies
Employee-Oriented Leader
Emphasizing interpersonal relations; taking a personal
interest in the needs of employees and accepting individual
differences among members.
Production-Oriented Leader
The style leads to a work environment characterised by
constant influence attempts on the part of the leader, either
through direct, close supervision or through the use of many
written and unwritten rules and regulations for behaviour.
The focus is on getting work done.

10. The Managerial Grid
(Blake and Mouton)
• Developed with a focus on attitudes
• The underlying dimensions are
e. Concern for people
f. Concern for production
•Originally identified 5 distinct managerial styles and
further development of grid led to 2 more styles

11. The Managerial Grid
(Blake and Mouton)

12. The Managerial Grid
(Blake and Mouton)
 1,1 – Impoverished Management
Exhibit no concern for people or work.Often fail as
leaders
 1,9 – Country Club Management
High concern for people, low concern for production
 9,1 – Authoritarian style of leadership
High concern for production, low concern for people
 9,9 – Team Management
High concern for both people & production
 5,5 – Middle of the Road Management
Balances the necessity to get work done and
maintains the morale of people at satisfactory level

13. The Managerial Grid
(Blake and Mouton)
NEW STYLES
 Opportunistic Management
Leaders adapt and shift to any grid style needed to
gain the maximum advantage. Performance occurs
according to a system of selfish gain. Effort is given
only for an advantage for personal gain.
 9+9: Paternalism/Maternalism Management
Reward and approval are bestowed to people in
return for loyalty and obedience; failure to comply
leads to punishment

14. Scandinavian Studies
Development-Oriented Leader
One who values experimentation, seeking new ideas,
and generating and implementing change.
Researchers in Finland and Sweden question
whether there are only two dimensions (production-
orientation and employee-orientation) that capture
the essence of leadership behavior. Their premise
is that in a changing world, effective leaders would
exhibit development-oriented behavior.

15. Contingency Theories ( If –Then Theories)
Contingency theories involve the belief that
leadership style must be appropriate for the
particular situation
Situation Favorable/Unfavorable Choose Style

16. Contingency Theories ( If –Then Theories)
Fiedler’s Contingency Model
Proposes that the fit between the leader’s need,
structure and the favorableness of the leader’s
situation determine the team’s effectiveness in work
accomplishment.
Least Preferred Co-Worker (LPC) Questionnaire
An instrument that purports to measure whether a
person is task- or relationship-oriented.

17. Fiedler’s Model: Defining the Situation
Leader-Member Relations
The degree of confidence, trust, and respect
subordinates have in their leader.
Task Structure
The degree to which the job assignments are
procedurized.
Position Power
Influence derived from one’s formal structural
position in the organization; includes power to hire,
fire, discipline, promote, and give salary increases.

18. Findings of the Fiedler Model
Good
Task-Oriented
Performance
Relationship
-Oriented
Poor
Favorable Moderate Unfavorable
• Category I II III IV V VI VII VIII
• Leader-Member Good Good Good Good Poor Poor Poor Poor
Relations
• Task Structure High High Low Low High High Low Low
• Position Power Strong Weak Strong Weak Strong Weak Strong Weak

19. Findings from Fiedler Model

20. Cognitive Resource Theory
• Developed by Fred Fiedler and Joe Garsia in 1987
• The theory focuses on the influence of the leader's intelligence and
experience on his or her reaction to stress.
• A theory of leadership that states that stress can unfavorably affect a
situation and that intelligence and experience can lessen the influence
of stress on the leader.
Research Support:
• Less intelligent individuals perform better in leadership roles under
high stress than do more intelligent individuals.
• Less experienced people perform better in leadership roles under
low stress than do more experienced people.

21. Cognitive Resource Theory
Qualities Situation Performance Situation Performance
High High Stress Poor Low Stress Good
Intelligence
Low Intelligence High Stress Good Low Stress Poor
Experienced High Stress Good Low Stress Poor
Less High Stress Poor Low Stress Good
Experienced

22. Hersey and Blanchard’s Situational
Leadership Theory (SLT)
• A contingency theory that focuses on followers’ readiness.
• Readiness is the function of ability and willingness
Unable and Unable but Able and Able and
Unwilling Willing Unwilling Willing
Follower readiness:
ability and willingness
Leader: decreasing need
for support and supervision
Directive/Telling Selling/Coaching Supportive/ Monitoring/Delegating
Participative

23. Leadership Styles and Follower Readiness
(Hersey and Blanchard)
Follower Unwilling Willing
Readiness
Able Supportive/
Monitoring/D
Participative
elegating
Leadership
Styles
Unable Directive/
Telling Selling

24. Leader–Member Exchange Theory
Proposed by George Green & Mitchell
Leader(LMX) Theory
Leaders create in-groups and out-groups, and
subordinates with in-group status will have higher
performance ratings, less turnover, and greater job
satisfaction.

25. Leader–Member Exchange Theory
 Traditional theories assume that leaders treat all
employees alike
 George Green & Mitchell in 1979-leaders often
act differently towards different subordinates-LMX
 Leaders establish a special relationship with a
small group of subordinates, usually early in their
interaction-in group
 Rest-out group

26. Leader–Member Exchange Theory
 Leaders trust the subordinates who belong to the
in- group, give them more attention, interact with them
frequently & offer them special privileges
 Generally favor people who have attitudes & personality
characteristics that are similar
 In-group Characteristics
- Higher level of competence & extraversion
- Receive high performance ratings-rewards & promotion
- Lower turnover

27. Leader-Member Exchange Theory

28. Path-Goal Theory
• Propounded by Robert House
• Borrows from Ohio & Expectancy Theories
• Path-Goal Theory
The theory that it is the leader’s job to assist
followers in attaining their goals and to provide them
the necessary direction and/or support to ensure that
their goals are compatible with the overall objectives
of the group or organization.

29. Path-Goal Theory
• Leader should provide the required support &
guidance to his followers & help them achieve
organizational goals
• Should establish individual/ group goals for
employees that are compatible with the broad
organizational goals
• The behavior of a leader is acceptable as long as :
– The subordinates find that the satisfaction of their
needs depends on their effective performance
– They are provided with guidance, support & rewards

30. Path-Goal Theory

31. Leader-Participation/Decision Making Model
• Proposed by Victor Vroom, Philip Yetton and Arthur Jago
• Model helps leaders to know when to have employee
participation in decision making process
• Model provides a set of rules to determine the form and
amount of participative decision making in different
situations.

32. Contingency Variables in the
Leader-Participation Model
1. Importance of the decision
2. Importance of obtaining follower commitment to the decision
3. Whether the leader has sufficient information to make a good decision
4. How well structured the problem is
5. Whether an autocratic decision would receive follower commitment
6. Whether followers “buy into” the organization’s goals
7. Whether there is likely to be conflict among followers over solution
alternatives
8. Whether followers have the necessary information to make a good decision
9. Time constraints on the leader that may limit follower involvement
10. Whether costs to bring geographically dispersed members together is justified
11. Importance to the leader of minimizing the time it takes to make the decision
12. Importance of using participation as a tool for developing follower decision
skills

33. Leader-Participation/Decision Making Model
Leadership Styles
3.Autocratic-I: Leaders individually solves problem using the information
already available
5.Autocratic-II: Leaders obtains the information and then decides
7.Consultative-I: Leader explains the problem to individual subordinates
and obtains idea from each before deciding
9.Consultative-II: Leader meets with group of subordinates to share the
problem and obtain inputs, and then decides
11.Group: Leader shares problem with group and facilitates a discussion
of alternatives and a reaching of group agreement on a solution