SlideShare a Scribd company logo
THEORIES OF LEADERSHIP



                 By

      Jahan Ara Shams
        University of the Punjab
           Lahore, Pakistan
Theory X & Theory Y
People are inherently    People are not
 lazy and dislike work    inherently lazy and
                          like work

People must be
 coerced, controlled,    People will exercise
 directed and             self-direction and self-
 threatened               control to reach
                          organizational goals
The Ohio State Studies


Ohio State researchers at Ohio State University
 found that leaders behavior could be described
 in terms of two dimensions

  –   Initiating Structure
  –   Consideration
The Michigan Studies
By Resis Likert and his associates at the
 University of Michigan

How leadership behavior relates to organizational
 performance

Identified two leader behaviors
  – Employee-centered leader behavior
  – Job-centered leader behavior
Rensis Likert identified four main styles of
leadership, in particular around decision-making and
the degree to which people are involved in the
decision.
      • Exploitive authoritative
In this style, the leader has a low concern for people
and uses such methods as threats and other fear-
based      methods      to    achieve   conformance.
Communication is almost entirely downwards and
the psychologically distant concerns of people are
ignored.
      • Benevolent authoritative
When the leader adds concern for people to an
authoritative position, a 'benevolent dictatorship' is
formed. The leader now uses rewards to encourage
appropriate performance and listens.
• Consultative
The upward flow of information here is still cautious
and rose-tinted to some degree, although the leader
is making genuine efforts to listen carefully to ideas.
Nevertheless, major decisions are still largely
centrally made.
      • Participative
At this level, the leader makes maximum use of
participative methods, engaging people lower down
the organization in decision-making. People across
the organization are psychologically closer together
and work well together at all levels.
"Our knowledge can only be finite, while our ignorance must necessarily be infinite." ―
Karl Popper, Austrian philosopher
Blake and Mouton's Managerial Grid



  By Robert R. Blake and Jane Srygley
Mouton

  Method of analyzing leader behavior using
a two-dimensional grid

  Concern for people

  Concern for production
Hersey & Blanchard
                       Theory of Leadership


 Developed by Paul Hersey and Kenneth H.
Blanchard

 States that the leader's behavior (task behavior/
relationship behavior) should be altered according
to the employees readiness/maturity (ability and
willingness ) to complete the task

 States that behaviors (high or low) determine the
leadership style and leadership style is contingent
on followers maturity level (able/unable and
willing/unwilling).
Four Leadership Styles


 Telling Leadership
High Task + Low Relationship......Directing Leadership

 Selling Leadership
High Task + High Relationship.....Couching Leadership

 Participating Leadership
Low Task + High Relationship......Supporting Leadership

 Delegating Leadership
Low Task + Low Relationship.......Delegating Leadership
Path Goal theory of Leadership

 By Martin G. Evans, Robert J. House and others

 It has its roots in expectancy theory of motivation

 Suggests that the leader's primary motivational
functions are to make attractive rewards available,
to guide employees through the path to these
rewards by clarifying the behavior that will achieve
goals, and to remove any obstacles that prevent
goal attainment.

 Suggests leaders can modify their behavior
depending       on     the   situational   variables
(environmental factors,subordinate characteristics
) they face.
Four Behaviors of a Leader


Directive Leadership- task is unstructured, complex or novel or
subordinates lack skills........telling exactly what to do and how to

do........similar initiating structure and task orientation

Supportive        Leadership        -task    unambiguous,         boring     or

stressful........to    increase             satisfaction         of        your

subordinates........similar    to     consideration        and    relationship

orientation.
Achievement Oriented Leadership
task unstructured.........challenging followers so as to increase
  their self-confidence and satisfaction.


Participative Leadership
task      unstructured.............................................call   for

  participation....consulting.
FIEDLER'S CONTINGENCY THEORY

It relates situation favorability (Leader-member
relations, Task structure, Position Power)
towards various leadership styles to help leaders
determine the best approach in a given situation.

> > Relationship motivated behavior
>> Task motivated behavior
Transformational theory of Leadership
James MacGregor Burns (1978) first introduced the
concept of transforming leadership in his descriptive
research on political leaders, but this term is now used in
organizational psychology as well.
According to Burns, transforming leadership is a process
in which "leaders and followers help each other to
advance to a higher level of morale and motivation".
Bernard M. Bass (1985), extended the work of Burns
(1978) and introduced the term "transformational" in place
of "transforming.
He said that the extent to which a leader is
transformational, is measured first, in terms of his
influence on the followers.
Four basic elements of transformational leadership:
Individualized Consideration – the degree to which the leader attends to
each follower's needs, acts as a mentor or coach to the follower and listens
to the follower's concerns and needs. The leader gives empathy and
support, keeps communication open and places challenges before the
followers.

Intellectual Stimulation – the degree to which the leader challenges
assumptions, takes risks and solicits followers' ideas. Leaders with this style
stimulate and encourage creativity in their followers. They nurture and
develop people who think independently.

Inspirational Motivation – the degree to which the leader articulates a vision
that is appealing and inspiring to followers. Leaders with inspirational
motivation challenge followers with high standards, communicate optimism
about future goals, and provide meaning for the task at hand. The followers
are willing to invest more effort in their tasks, they are encouraged and
optimistic about the future and believe in their abilities.

Idealized Influence – Provides a role model for high ethical behavior, instills
pride, gains respect and trust.
THANKS

FOR YOUR TIME

More Related Content

What's hot

Ohio state
Ohio stateOhio state
Ohio state
Sharath Ym
 
Ohio & Michigan state theories of leadership
Ohio & Michigan state theories of leadershipOhio & Michigan state theories of leadership
Ohio & Michigan state theories of leadership
Isha Joshi
 
Theories of leadership and functions dt
Theories of leadership and functions dtTheories of leadership and functions dt
Theories of leadership and functions dt
ChabiCuizon
 
Leadership – concept, types /styles of leadership in the classroom , qualitie...
Leadership – concept, types /styles of leadership in the classroom , qualitie...Leadership – concept, types /styles of leadership in the classroom , qualitie...
Leadership – concept, types /styles of leadership in the classroom , qualitie...
Suresh Babu
 
Leadership
LeadershipLeadership
Leadership
PANKAJ PANDEY
 
Leadership- organizational behavior
Leadership- organizational behaviorLeadership- organizational behavior
Leadership- organizational behaviorakma cool gurlz
 
LEADERSHIP
LEADERSHIPLEADERSHIP
LEADERSHIP
Maqsood Amin
 
Leadership(Principles Of Management)
Leadership(Principles Of Management)Leadership(Principles Of Management)
Leadership(Principles Of Management)Mishma Akhtar
 
Leadership
LeadershipLeadership
Leadership
leenakaur12345
 
Emerging approaches to leadership
Emerging approaches to leadershipEmerging approaches to leadership
Emerging approaches to leadership
Dr. Rosemarie Sibbaluca-Guirre
 
Leadership theories: Advantages and Limitations
Leadership theories: Advantages and LimitationsLeadership theories: Advantages and Limitations
Leadership theories: Advantages and Limitations
Rashmi Pandey
 
Path-goal Theory
Path-goal TheoryPath-goal Theory
Path-goal Theory
Febejanse
 
Leadership
LeadershipLeadership
Leadership
Tasin Chowdhury
 
The differences between traits theories and behavioral theories of leadership
The differences between traits theories and behavioral theories of leadershipThe differences between traits theories and behavioral theories of leadership
The differences between traits theories and behavioral theories of leadership
Aiman Planet Borneo Group of Companies
 
Leadership Theories and Styles
Leadership Theories and Styles Leadership Theories and Styles
Leadership Theories and Styles
Dow University of Health Sciences
 
Transformational Leadership
Transformational LeadershipTransformational Leadership
Transformational Leadership
Douglas W. Bush, M.A.
 
Leadership
LeadershipLeadership
Leadership
Bernadette Santos
 
Transformational Leadership, by Ron Riggio, Ph.D.
Transformational Leadership, by Ron Riggio, Ph.D.Transformational Leadership, by Ron Riggio, Ph.D.
Transformational Leadership, by Ron Riggio, Ph.D.
Wright Leadership Institute
 

What's hot (20)

Ohio state
Ohio stateOhio state
Ohio state
 
Ohio & Michigan state theories of leadership
Ohio & Michigan state theories of leadershipOhio & Michigan state theories of leadership
Ohio & Michigan state theories of leadership
 
Theories of leadership and functions dt
Theories of leadership and functions dtTheories of leadership and functions dt
Theories of leadership and functions dt
 
Leadership – concept, types /styles of leadership in the classroom , qualitie...
Leadership – concept, types /styles of leadership in the classroom , qualitie...Leadership – concept, types /styles of leadership in the classroom , qualitie...
Leadership – concept, types /styles of leadership in the classroom , qualitie...
 
Leadership
LeadershipLeadership
Leadership
 
Leadership- organizational behavior
Leadership- organizational behaviorLeadership- organizational behavior
Leadership- organizational behavior
 
LEADERSHIP
LEADERSHIPLEADERSHIP
LEADERSHIP
 
Leadership
LeadershipLeadership
Leadership
 
Leadership(Principles Of Management)
Leadership(Principles Of Management)Leadership(Principles Of Management)
Leadership(Principles Of Management)
 
Leadership
LeadershipLeadership
Leadership
 
Emerging approaches to leadership
Emerging approaches to leadershipEmerging approaches to leadership
Emerging approaches to leadership
 
Leadership theories: Advantages and Limitations
Leadership theories: Advantages and LimitationsLeadership theories: Advantages and Limitations
Leadership theories: Advantages and Limitations
 
Path-goal Theory
Path-goal TheoryPath-goal Theory
Path-goal Theory
 
Art Of Leadership
Art Of LeadershipArt Of Leadership
Art Of Leadership
 
Leadership
LeadershipLeadership
Leadership
 
The differences between traits theories and behavioral theories of leadership
The differences between traits theories and behavioral theories of leadershipThe differences between traits theories and behavioral theories of leadership
The differences between traits theories and behavioral theories of leadership
 
Leadership Theories and Styles
Leadership Theories and Styles Leadership Theories and Styles
Leadership Theories and Styles
 
Transformational Leadership
Transformational LeadershipTransformational Leadership
Transformational Leadership
 
Leadership
LeadershipLeadership
Leadership
 
Transformational Leadership, by Ron Riggio, Ph.D.
Transformational Leadership, by Ron Riggio, Ph.D.Transformational Leadership, by Ron Riggio, Ph.D.
Transformational Leadership, by Ron Riggio, Ph.D.
 

Similar to Theories of Leadership

leadership and management
leadership and management leadership and management
leadership and management
Roshni Saji
 
LEADERSHIP
LEADERSHIPLEADERSHIP
Leadership
LeadershipLeadership
Leadership
Yagnesh sondarva
 
Leadership
LeadershipLeadership
LeadershipPhama
 
Vision Of Leadership Philosophy Essay
Vision Of Leadership Philosophy EssayVision Of Leadership Philosophy Essay
Vision Of Leadership Philosophy Essay
Melissa Dudas
 
Leadership In Organizations
Leadership In OrganizationsLeadership In Organizations
Leadership In Organizations
Gregar Donaven Valdehueza
 
leadership
leadership leadership
leadership
kranthi MSD
 
Leadership and Quality Improvement
Leadership and Quality ImprovementLeadership and Quality Improvement
Leadership and Quality Improvementjasminepaul
 
BA 361 lecture ch 14.ppt
BA 361 lecture ch 14.pptBA 361 lecture ch 14.ppt
BA 361 lecture ch 14.ppt
ssuser48f152
 
leadership or followership
leadership or followershipleadership or followership
leadership or followership
Victor Chinnu
 
Francis Jackson Uchegbu Presentation on Leadership and Managerial Concepts
Francis Jackson Uchegbu Presentation on Leadership and Managerial Concepts Francis Jackson Uchegbu Presentation on Leadership and Managerial Concepts
Francis Jackson Uchegbu Presentation on Leadership and Managerial Concepts
Francis Jackson Uchegbu
 
Leadership
LeadershipLeadership
Leadership
Prashant Sakariya
 
Leaders and leadership (chapter 12)
Leaders and leadership (chapter 12)Leaders and leadership (chapter 12)
Leaders and leadership (chapter 12)HelvieMason
 

Similar to Theories of Leadership (20)

leadership and management
leadership and management leadership and management
leadership and management
 
LEADERSHIP
LEADERSHIPLEADERSHIP
LEADERSHIP
 
Leadership
LeadershipLeadership
Leadership
 
Leadership Latest
Leadership LatestLeadership Latest
Leadership Latest
 
Leadership
LeadershipLeadership
Leadership
 
Ch13 1
Ch13 1Ch13 1
Ch13 1
 
Ch13 1
Ch13 1Ch13 1
Ch13 1
 
Leadership
LeadershipLeadership
Leadership
 
Leadership
LeadershipLeadership
Leadership
 
Vision Of Leadership Philosophy Essay
Vision Of Leadership Philosophy EssayVision Of Leadership Philosophy Essay
Vision Of Leadership Philosophy Essay
 
Leadership In Organizations
Leadership In OrganizationsLeadership In Organizations
Leadership In Organizations
 
Leadership
LeadershipLeadership
Leadership
 
leadership
leadership leadership
leadership
 
Leadership and Quality Improvement
Leadership and Quality ImprovementLeadership and Quality Improvement
Leadership and Quality Improvement
 
BA 361 lecture ch 14.ppt
BA 361 lecture ch 14.pptBA 361 lecture ch 14.ppt
BA 361 lecture ch 14.ppt
 
leadership or followership
leadership or followershipleadership or followership
leadership or followership
 
Francis Jackson Uchegbu Presentation on Leadership and Managerial Concepts
Francis Jackson Uchegbu Presentation on Leadership and Managerial Concepts Francis Jackson Uchegbu Presentation on Leadership and Managerial Concepts
Francis Jackson Uchegbu Presentation on Leadership and Managerial Concepts
 
Leadership2007
Leadership2007Leadership2007
Leadership2007
 
Leadership
LeadershipLeadership
Leadership
 
Leaders and leadership (chapter 12)
Leaders and leadership (chapter 12)Leaders and leadership (chapter 12)
Leaders and leadership (chapter 12)
 

Recently uploaded

TESDA TM1 REVIEWER FOR NATIONAL ASSESSMENT WRITTEN AND ORAL QUESTIONS WITH A...
TESDA TM1 REVIEWER  FOR NATIONAL ASSESSMENT WRITTEN AND ORAL QUESTIONS WITH A...TESDA TM1 REVIEWER  FOR NATIONAL ASSESSMENT WRITTEN AND ORAL QUESTIONS WITH A...
TESDA TM1 REVIEWER FOR NATIONAL ASSESSMENT WRITTEN AND ORAL QUESTIONS WITH A...
EugeneSaldivar
 
Synthetic Fiber Construction in lab .pptx
Synthetic Fiber Construction in lab .pptxSynthetic Fiber Construction in lab .pptx
Synthetic Fiber Construction in lab .pptx
Pavel ( NSTU)
 
How to Break the cycle of negative Thoughts
How to Break the cycle of negative ThoughtsHow to Break the cycle of negative Thoughts
How to Break the cycle of negative Thoughts
Col Mukteshwar Prasad
 
Sectors of the Indian Economy - Class 10 Study Notes pdf
Sectors of the Indian Economy - Class 10 Study Notes pdfSectors of the Indian Economy - Class 10 Study Notes pdf
Sectors of the Indian Economy - Class 10 Study Notes pdf
Vivekanand Anglo Vedic Academy
 
ESC Beyond Borders _From EU to You_ InfoPack general.pdf
ESC Beyond Borders _From EU to You_ InfoPack general.pdfESC Beyond Borders _From EU to You_ InfoPack general.pdf
ESC Beyond Borders _From EU to You_ InfoPack general.pdf
Fundacja Rozwoju Społeczeństwa Przedsiębiorczego
 
Unit 2- Research Aptitude (UGC NET Paper I).pdf
Unit 2- Research Aptitude (UGC NET Paper I).pdfUnit 2- Research Aptitude (UGC NET Paper I).pdf
Unit 2- Research Aptitude (UGC NET Paper I).pdf
Thiyagu K
 
Supporting (UKRI) OA monographs at Salford.pptx
Supporting (UKRI) OA monographs at Salford.pptxSupporting (UKRI) OA monographs at Salford.pptx
Supporting (UKRI) OA monographs at Salford.pptx
Jisc
 
Fish and Chips - have they had their chips
Fish and Chips - have they had their chipsFish and Chips - have they had their chips
Fish and Chips - have they had their chips
GeoBlogs
 
PART A. Introduction to Costumer Service
PART A. Introduction to Costumer ServicePART A. Introduction to Costumer Service
PART A. Introduction to Costumer Service
PedroFerreira53928
 
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdf
Welcome to TechSoup   New Member Orientation and Q&A (May 2024).pdfWelcome to TechSoup   New Member Orientation and Q&A (May 2024).pdf
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdf
TechSoup
 
aaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaa
aaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaa
aaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaa
siemaillard
 
Ethnobotany and Ethnopharmacology ......
Ethnobotany and Ethnopharmacology ......Ethnobotany and Ethnopharmacology ......
Ethnobotany and Ethnopharmacology ......
Ashokrao Mane college of Pharmacy Peth-Vadgaon
 
The Challenger.pdf DNHS Official Publication
The Challenger.pdf DNHS Official PublicationThe Challenger.pdf DNHS Official Publication
The Challenger.pdf DNHS Official Publication
Delapenabediema
 
1.4 modern child centered education - mahatma gandhi-2.pptx
1.4 modern child centered education - mahatma gandhi-2.pptx1.4 modern child centered education - mahatma gandhi-2.pptx
1.4 modern child centered education - mahatma gandhi-2.pptx
JosvitaDsouza2
 
Phrasal Verbs.XXXXXXXXXXXXXXXXXXXXXXXXXX
Phrasal Verbs.XXXXXXXXXXXXXXXXXXXXXXXXXXPhrasal Verbs.XXXXXXXXXXXXXXXXXXXXXXXXXX
Phrasal Verbs.XXXXXXXXXXXXXXXXXXXXXXXXXX
MIRIAMSALINAS13
 
Home assignment II on Spectroscopy 2024 Answers.pdf
Home assignment II on Spectroscopy 2024 Answers.pdfHome assignment II on Spectroscopy 2024 Answers.pdf
Home assignment II on Spectroscopy 2024 Answers.pdf
Tamralipta Mahavidyalaya
 
Language Across the Curriculm LAC B.Ed.
Language Across the  Curriculm LAC B.Ed.Language Across the  Curriculm LAC B.Ed.
Language Across the Curriculm LAC B.Ed.
Atul Kumar Singh
 
The French Revolution Class 9 Study Material pdf free download
The French Revolution Class 9 Study Material pdf free downloadThe French Revolution Class 9 Study Material pdf free download
The French Revolution Class 9 Study Material pdf free download
Vivekanand Anglo Vedic Academy
 
Model Attribute Check Company Auto Property
Model Attribute  Check Company Auto PropertyModel Attribute  Check Company Auto Property
Model Attribute Check Company Auto Property
Celine George
 
Introduction to Quality Improvement Essentials
Introduction to Quality Improvement EssentialsIntroduction to Quality Improvement Essentials
Introduction to Quality Improvement Essentials
Excellence Foundation for South Sudan
 

Recently uploaded (20)

TESDA TM1 REVIEWER FOR NATIONAL ASSESSMENT WRITTEN AND ORAL QUESTIONS WITH A...
TESDA TM1 REVIEWER  FOR NATIONAL ASSESSMENT WRITTEN AND ORAL QUESTIONS WITH A...TESDA TM1 REVIEWER  FOR NATIONAL ASSESSMENT WRITTEN AND ORAL QUESTIONS WITH A...
TESDA TM1 REVIEWER FOR NATIONAL ASSESSMENT WRITTEN AND ORAL QUESTIONS WITH A...
 
Synthetic Fiber Construction in lab .pptx
Synthetic Fiber Construction in lab .pptxSynthetic Fiber Construction in lab .pptx
Synthetic Fiber Construction in lab .pptx
 
How to Break the cycle of negative Thoughts
How to Break the cycle of negative ThoughtsHow to Break the cycle of negative Thoughts
How to Break the cycle of negative Thoughts
 
Sectors of the Indian Economy - Class 10 Study Notes pdf
Sectors of the Indian Economy - Class 10 Study Notes pdfSectors of the Indian Economy - Class 10 Study Notes pdf
Sectors of the Indian Economy - Class 10 Study Notes pdf
 
ESC Beyond Borders _From EU to You_ InfoPack general.pdf
ESC Beyond Borders _From EU to You_ InfoPack general.pdfESC Beyond Borders _From EU to You_ InfoPack general.pdf
ESC Beyond Borders _From EU to You_ InfoPack general.pdf
 
Unit 2- Research Aptitude (UGC NET Paper I).pdf
Unit 2- Research Aptitude (UGC NET Paper I).pdfUnit 2- Research Aptitude (UGC NET Paper I).pdf
Unit 2- Research Aptitude (UGC NET Paper I).pdf
 
Supporting (UKRI) OA monographs at Salford.pptx
Supporting (UKRI) OA monographs at Salford.pptxSupporting (UKRI) OA monographs at Salford.pptx
Supporting (UKRI) OA monographs at Salford.pptx
 
Fish and Chips - have they had their chips
Fish and Chips - have they had their chipsFish and Chips - have they had their chips
Fish and Chips - have they had their chips
 
PART A. Introduction to Costumer Service
PART A. Introduction to Costumer ServicePART A. Introduction to Costumer Service
PART A. Introduction to Costumer Service
 
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdf
Welcome to TechSoup   New Member Orientation and Q&A (May 2024).pdfWelcome to TechSoup   New Member Orientation and Q&A (May 2024).pdf
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdf
 
aaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaa
aaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaa
aaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaaa
 
Ethnobotany and Ethnopharmacology ......
Ethnobotany and Ethnopharmacology ......Ethnobotany and Ethnopharmacology ......
Ethnobotany and Ethnopharmacology ......
 
The Challenger.pdf DNHS Official Publication
The Challenger.pdf DNHS Official PublicationThe Challenger.pdf DNHS Official Publication
The Challenger.pdf DNHS Official Publication
 
1.4 modern child centered education - mahatma gandhi-2.pptx
1.4 modern child centered education - mahatma gandhi-2.pptx1.4 modern child centered education - mahatma gandhi-2.pptx
1.4 modern child centered education - mahatma gandhi-2.pptx
 
Phrasal Verbs.XXXXXXXXXXXXXXXXXXXXXXXXXX
Phrasal Verbs.XXXXXXXXXXXXXXXXXXXXXXXXXXPhrasal Verbs.XXXXXXXXXXXXXXXXXXXXXXXXXX
Phrasal Verbs.XXXXXXXXXXXXXXXXXXXXXXXXXX
 
Home assignment II on Spectroscopy 2024 Answers.pdf
Home assignment II on Spectroscopy 2024 Answers.pdfHome assignment II on Spectroscopy 2024 Answers.pdf
Home assignment II on Spectroscopy 2024 Answers.pdf
 
Language Across the Curriculm LAC B.Ed.
Language Across the  Curriculm LAC B.Ed.Language Across the  Curriculm LAC B.Ed.
Language Across the Curriculm LAC B.Ed.
 
The French Revolution Class 9 Study Material pdf free download
The French Revolution Class 9 Study Material pdf free downloadThe French Revolution Class 9 Study Material pdf free download
The French Revolution Class 9 Study Material pdf free download
 
Model Attribute Check Company Auto Property
Model Attribute  Check Company Auto PropertyModel Attribute  Check Company Auto Property
Model Attribute Check Company Auto Property
 
Introduction to Quality Improvement Essentials
Introduction to Quality Improvement EssentialsIntroduction to Quality Improvement Essentials
Introduction to Quality Improvement Essentials
 

Theories of Leadership

  • 1. THEORIES OF LEADERSHIP By Jahan Ara Shams University of the Punjab Lahore, Pakistan
  • 2. Theory X & Theory Y People are inherently People are not lazy and dislike work inherently lazy and like work People must be coerced, controlled, People will exercise directed and self-direction and self- threatened control to reach organizational goals
  • 3. The Ohio State Studies Ohio State researchers at Ohio State University found that leaders behavior could be described in terms of two dimensions – Initiating Structure – Consideration
  • 4. The Michigan Studies By Resis Likert and his associates at the University of Michigan How leadership behavior relates to organizational performance Identified two leader behaviors – Employee-centered leader behavior – Job-centered leader behavior
  • 5. Rensis Likert identified four main styles of leadership, in particular around decision-making and the degree to which people are involved in the decision. • Exploitive authoritative In this style, the leader has a low concern for people and uses such methods as threats and other fear- based methods to achieve conformance. Communication is almost entirely downwards and the psychologically distant concerns of people are ignored. • Benevolent authoritative When the leader adds concern for people to an authoritative position, a 'benevolent dictatorship' is formed. The leader now uses rewards to encourage appropriate performance and listens.
  • 6. • Consultative The upward flow of information here is still cautious and rose-tinted to some degree, although the leader is making genuine efforts to listen carefully to ideas. Nevertheless, major decisions are still largely centrally made. • Participative At this level, the leader makes maximum use of participative methods, engaging people lower down the organization in decision-making. People across the organization are psychologically closer together and work well together at all levels. "Our knowledge can only be finite, while our ignorance must necessarily be infinite." ― Karl Popper, Austrian philosopher
  • 7. Blake and Mouton's Managerial Grid  By Robert R. Blake and Jane Srygley Mouton  Method of analyzing leader behavior using a two-dimensional grid  Concern for people  Concern for production
  • 8. Hersey & Blanchard Theory of Leadership  Developed by Paul Hersey and Kenneth H. Blanchard  States that the leader's behavior (task behavior/ relationship behavior) should be altered according to the employees readiness/maturity (ability and willingness ) to complete the task  States that behaviors (high or low) determine the leadership style and leadership style is contingent on followers maturity level (able/unable and willing/unwilling).
  • 9. Four Leadership Styles  Telling Leadership High Task + Low Relationship......Directing Leadership  Selling Leadership High Task + High Relationship.....Couching Leadership  Participating Leadership Low Task + High Relationship......Supporting Leadership  Delegating Leadership Low Task + Low Relationship.......Delegating Leadership
  • 10. Path Goal theory of Leadership  By Martin G. Evans, Robert J. House and others  It has its roots in expectancy theory of motivation  Suggests that the leader's primary motivational functions are to make attractive rewards available, to guide employees through the path to these rewards by clarifying the behavior that will achieve goals, and to remove any obstacles that prevent goal attainment.  Suggests leaders can modify their behavior depending on the situational variables (environmental factors,subordinate characteristics ) they face.
  • 11. Four Behaviors of a Leader Directive Leadership- task is unstructured, complex or novel or subordinates lack skills........telling exactly what to do and how to do........similar initiating structure and task orientation Supportive Leadership -task unambiguous, boring or stressful........to increase satisfaction of your subordinates........similar to consideration and relationship orientation.
  • 12. Achievement Oriented Leadership task unstructured.........challenging followers so as to increase their self-confidence and satisfaction. Participative Leadership task unstructured.............................................call for participation....consulting.
  • 13. FIEDLER'S CONTINGENCY THEORY It relates situation favorability (Leader-member relations, Task structure, Position Power) towards various leadership styles to help leaders determine the best approach in a given situation. > > Relationship motivated behavior >> Task motivated behavior
  • 14. Transformational theory of Leadership James MacGregor Burns (1978) first introduced the concept of transforming leadership in his descriptive research on political leaders, but this term is now used in organizational psychology as well. According to Burns, transforming leadership is a process in which "leaders and followers help each other to advance to a higher level of morale and motivation". Bernard M. Bass (1985), extended the work of Burns (1978) and introduced the term "transformational" in place of "transforming. He said that the extent to which a leader is transformational, is measured first, in terms of his influence on the followers.
  • 15. Four basic elements of transformational leadership: Individualized Consideration – the degree to which the leader attends to each follower's needs, acts as a mentor or coach to the follower and listens to the follower's concerns and needs. The leader gives empathy and support, keeps communication open and places challenges before the followers. Intellectual Stimulation – the degree to which the leader challenges assumptions, takes risks and solicits followers' ideas. Leaders with this style stimulate and encourage creativity in their followers. They nurture and develop people who think independently. Inspirational Motivation – the degree to which the leader articulates a vision that is appealing and inspiring to followers. Leaders with inspirational motivation challenge followers with high standards, communicate optimism about future goals, and provide meaning for the task at hand. The followers are willing to invest more effort in their tasks, they are encouraged and optimistic about the future and believe in their abilities. Idealized Influence – Provides a role model for high ethical behavior, instills pride, gains respect and trust.