This document summarizes several theories of leadership. It discusses trait theory, which focuses on innate qualities, and behavioral theory, which examines how behaviors differentiate leaders. It also outlines models from the University of Iowa, Ohio State University, University of Michigan, and the managerial grid. Additionally, it covers situational contingency theory, including Fiedler's contingency theory and Hersey and Blanchard's contingency model. The Hersey-Blanchard model proposes that leadership style should depend on followers' maturity levels, matching styles like telling, selling, participating and delegating to low, medium and high maturity.

1. Leadership Presentation

2. What is Leadership?
• The ability to influence a group toward the achievement of
goals.
• It has been described as "a process of social influence in which
one person can enlist the aid and support of others in the
accomplishment of a common task.

3. Theories of Leadership
• Trait Theory
• Behavioral Theory
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University of Iowa
Ohio State University
Michigan University
Managerial Grid
• Situational Contingency Theory
• Fiedler Contingency Theory
• Hersey and Blanchard Contingency model

4. Trait Theory
• Trait theory of leadership diffentiates leaders from non leaders
by focusing on personal qualities and characteristics.
• Trait theory of leadership sought personality, social, physical
and intellectual traits.
• Trait theory assumes that leaders are born.

5. Behavioral Theory
• Theories proposing that specific behaviors differentiate leaders
from non leaders.
• Assume that leader behaviors are crucial for explaining
performance and other organizational outcomes.
• Focuses on leader behavior rather than traits.
• Major behavioral theories are:
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University of Iowa
Ohio State University
Michigan University
Managerial Grid

6. University of Iowa Leadership Model
• Autocratic: Leader makes decisions, tells employees what to
do, and closely supervises them.
• Democratic: Leader encourages participation in decisions,
works with employees to determine what to do, and does not
closely supervise them.
• The result of University of Iowa style of leadership was that
employees were more satisfied under a democratic leader than
an autocratic leader.

7. Ohio State University Leadership Model
• Behaviors identified:
• Initiating structure behavior
• Focuses on getting the task done
• Role of the leader in defining his or her role and the roles of group members
• Consideration behavior
• Focuses on meeting people’s needs and developing relationships
• The leader’s mutual trust and respect for group members’ ideas and feelings.

9. University of Michigan
Leadership Model
• Job‐centered leadership style: production oriented (task)
• Refers to the extent to which the leader takes charge to get the job
done
• The leader closely directs subordinates with clear roles and goals
• The manager tells subordinates what to do and how to do it
• Employee‐centered leadership style: employee oriented
(relationship)
• The leader focuses on meeting the human needs of employees while
developing relationships
• The leader is sensitive to subordinates and communicates to develop
trust, support, and respect

10. Managerial Grid

11. Managerial Grid
• Impoverished (1,1)
• Low concern for production
• Low concern for people
• Authority‐compliance (9,1)
• High concern for production
• Low concern for people
• Country club (1,9)
• High concern for people
• Low concern for production
• Middle of the road (5,5)
• Medium concern for production
• Medium concern for people
• Team (9,9)
• High concern for people
• High concern for production

12. Situational Contingency Theory
• Fiedler Contingency Theory
• According to Fiedler, the effectiveness of a leader is determined by the
degree of match between a dominant trait of the leader and the
favorableness of the situation for the leader.... The dominant trait is a
personality factor causing the leader to either relationship-oriented or
task-orientated.
• Hersey and Blanchard Contingency model
• The theory states that instead of using just one style, successful
leaders should change their leadership styles based on the maturity of
the people they're leading and the details of the task.

13. Fiedler Contingency Theory
• Leader-member relations:
• the degree to which the employees accept the leader.
• Task structure:
• the degree to which the subordinates jobs are described in detail.
• Position power:
• the amount of formal authority the leader possesses by virtue of his or
her position in the organization.

14. Hersey and Blanchard
Contingency model
• Telling (S1)
• Leaders tell their people what to do and how to do it.
• Selling (S2)
• Leaders provide information and direction, but there's more communication
with followers. Leaders "sell" their message to get people on board.
• Participating (S3)
• Leaders focus more on the relationship and less on direction. The leader
works with the team, and shares decision-making responsibilities.
• Delegating (S4)
• Leaders pass most of the responsibility onto the follower or group. The
leaders still monitor progress, but they're less involved in decisions.

15. Hersey and Blanchard
Contingency model
• According to Hersey and Blanchard, knowing when to use each style
is largely dependent on the maturity of the person or group you're
leading.
• M1
• People at this level of maturity are at the bottom level of the scale. They lack the
knowledge, skills, or confidence to work on their own, and they often need to be
pushed to take the task on.
• M2
• at this level, followers might be willing to work on the task, but they still don't have the
skills to complete it successfully.
• M3
• Here, followers are ready and willing to help with the task. They have more skills than
the M2 group, but they're still not confident in their abilities.
• M4
• These followers are able to work on their own. They have high confidence and strong
skills, and they're committed to the task.

16. Hersey and Blanchard
Contingency model
• The Hersey-Blanchard model maps each leadership style to
each maturity level, as shown below.
- See more at: http://www.mindtools.com/pages/article/newLDR_44.htm#sthash.ZRmrqcAs.dpuf
Maturity Level
M1: Low maturity
M2: Medium maturity,
limited skills
M3: Medium maturity,
higher skills but lacking
confidence
M4: High maturity
Most Appropriate
Leadership Style
S1: Telling/directing
S2: Selling/coaching
S3:
Participating/supporting
S4: Delegating

17. Thank You