This document discusses several theories of leadership styles and their effectiveness. It describes two dimensions of leadership identified in Ohio State studies: initiating structure, which focuses on tasks, and consideration, which focuses on relationships. The Michigan studies identified similar categories of production-centered and employee-centered leadership. Situational leadership theory posits that leadership depends on the leader, follower, and situation. Different styles identified include directing, coaching, supporting, and delegating. Effectiveness depends on matching the proper style to follower competence and commitment levels.

1. EVELYN C. AVILA, RPAE
MAED - Administration and Supervision
Discussant

2. LEADERSHIP PERSPECTIVE OF
SUPERVISION
According to OHIO Studies:
Two Dimensions that relate to
relationship and tasks:
1. Initiating structure
- which has a task orientation
2. Consideration
- which focuses on human relations

3. The OHIO STATE LEADERSHIP Grid
• Q1 - High structure, low consideration
• Q2 - High structure, high consideration
• Q3 - Low structure, high consideration
• Q4 - Low structure, low consideration
Consideration
Low
High
Initiating Structure
3 2
4 1
High

4. According to the Michigan
Studies:
They identified similar categories:
1. Production-centered leadership
- emphasizes tasks and procedures for
completion
2. employee-centered leadership
- emphasizes interpersonal
relationships and concern for
personal needs.

5. SITUATIONAL LEADERSHIP THEORY
Hersey, Blanchard, and Johnson
developed a Leadership Theory which:
- posits that all the overall leadership
process is a function of the leader, the
follower, and other situational variables.

6. Leadership Styles Identified by
Hersey and Blanchard:
• -directing
• -coaching
• -supporting
• -delegating

7. Leader-Follower Factors
1. The Leader Factor - (leadership behaviors)
a. directive behavior
- describes the extent to which
the supervisors are likely to
classify and define the roles of
the teachers
b. supportive behavior
- stresses relationships through
communication and socio-emotional
support

8. Leader-Follower Factors
2. The Follower Factor
Two Dimensions that reflect Readiness on
the part of the Follower:
a. work or job maturity - competence or
readiness of an individual to do the task at
hand
b. psychological or emotional maturity
- pertains to the readiness of the individual to
do the task assigned to him regardless of
psychological considerations

9. EFFECTIVE LEADERSHIP STYLE
The Directing Style
(demonstrates high directive behavior and low
supportive behavior )
- is effective for followers who have low
competence for and high commitment to
the job
- it requires a one-way communication
mode

10. EFFECTIVE LEADERSHIP STYLE
The Coaching Style
(high directive and high supportive behavior)
 for followers with low competence and
low commitment to the job
 requires a two-way communication
pattern

11. EFFECTIVE LEADERSHIP STYLE
The Supporting Style
(high supportive and low directive behavior)
is most suitable when followers have high
competence for and a low commitment to
the job.

12. EFFECTIVE LEADERSHIP STYLE
The Delegating Style
(low supportive and low directive
behavior)
is most appropriate for followers who have
high competence for and high
commitment to the job.

13. EFFECTIVE LEADERSHIP STYLES BASED
ON THE MODEL
by Hershey and Blanchard
Directing Delegating
Coaching Supporting
Commitment
Competence

14. EFFECTIVE VS. INEFFECTIVE
LEADERSHIP STYLE
Reddin Model
- integrates the concepts of an effective
leadership style with situational
considerations
Note:
A style is considered effective when it is appropriate for
a given situation, and ineffective when it is
inappropriate.

15. Effective Leadership Style Grid
Based on the Reddin Model
Developer Executive
Bureaucrat
Benevolent
Autocrat
Relationaship
Task Orientation

16. Effective Leadership Style
Based on the Reddin Model
1. Developer - gives maximum concern to
relationships and minimum attention to
tasks
2. Leader - using the executive style gives
equal emphasis to both task and
relationship concerns.
3. Bureaucrat - is less concerned with both
tasks and relationships
4. Benevolent Autocrat - gives maximum
attention to tasks and minimum concern to
relationships

17. Ineffective Leadership Style
Based on the Reddin Model
Missionary Compromiser
Deserter Autocrat
Relationashi
Task Orientation

18. Ineffective Leadership
Style Based on the Reddin
Model
1. Missionary - gives maximum
attention to relationships and minimum
concern on tasks.
2. Compromiser - considered a poor
decision-maker who does not know
what the situation demands.

19. Ineffective Leadership
Style Based on the Reddin
Model
3. Deserter - gives minimum attention
to both task and relationships.
4. Autocrat - gives minimal concern to
both tasks and relationship

20. Thank You