Theories of Leadership-Detail

THEORIES OFTHEORIES OF
LEADERSHIPLEADERSHIP
Dr. Nilesh ThakreDr. Nilesh Thakre
Associate Professor,Associate Professor,
University Department of PsychologyUniversity Department of Psychology
SNDT Women’s University,SNDT Women’s University, MumbaiMumbai
email id: nilesh.thakre@psychologymumbai.sndt.ac.in

The Nature of Leadership
• Leader
–An individual who is able to
exert influence over other
people to help achieve
group or organizational
goals
Theories of Leadership -
Dr. Nilesh Thakre

• Leadership
–The process by which a
person exerts influence
over others and inspires,
motivates and directs their
activities to achieve group
or organizational goals.
Dr. Nilesh Thakre

• Distinction between managers and
leaders
–Managers establish and implement
procedures to ensure smooth
functioning
–Leaders look to the future and chart
the course for the organization
Dr. Nilesh Thakre

Modern Leadership Theories
Dr. Nilesh Thakre

Leadership Models
• Trait Model
–Attempt to identify personal
characteristics that cause for effective
leadership.
–Research shows that certain personal
characteristics do appear to be
connected to effective leadership.
–Many “traits” are the result of skills and
knowledge and effective leaders do not
necessarily possess all of these traits.Theories of Leadership -
Dr. Nilesh Thakre

Trait Theory
• In the 1930’s and 1940’s, trait theories were
developed by psychologists looking for
personality, social, physical or intellectual traits
that were universally associated with leadership
success.
• The search for specific traits or characteristics
that differentiate leaders from nonleaders
dominated the early research efforts in the study
of leadership.
• Six traits consistently found in successful leaders
were drive, desire to lead, honesty and integrity,
self-confidence, intelligence, and job-relevant
knowledge.
Dr. Nilesh Thakre

Trait Theories
Traits Theories of
Leadership
Theories that consider
personality, social, physical,
or intellectual traits to
differentiate leaders from
nonleaders.Theories of Leadership -
Dr. Nilesh Thakre

Behavioral Theories
Behavioral Theory
Leadership behaviors can be taught.
vs.
Trait Theory
Leaders are born, not made.
Behavioral Theory
Leadership behaviors can be taught.
vs.
Trait Theory
Leaders are born, not made.
Behavioral Theories of Leadership
Theories proposing that specific
behaviors differentiate leaders from
nonleaders
Dr. Nilesh Thakre

Leadership Models
•Behavioral Model
–Identifies the two basic
types of behavior that
many leaders engaged
in to influence their
subordinatesTheories of Leadership -
Dr. Nilesh Thakre

Ohio State Studies
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 his/her feelings
Managers look out for the well-being of
their subordinates
Do what they can to help subordinates
feel good and enjoy the work they
perform
Dr. Nilesh Thakre

Ohio State Studies
Initiating Structure
The extent to which a leader is likely to define
and structure his or her role and those of
subordinates in the search for goal attainment
& take steps to make sure that work gets done,
subordinates perform their work acceptably,
and the organization is efficient and effective.
Managers assign tasks to groups and let
subordinates know what is expected of them
Dr. Nilesh Thakre

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
One who emphasizes technical or
task aspects of the job
Dr. Nilesh Thakre

–Developed by Robert Blake and Jane
Mouton.
–Built on dual emphasis of
consideration and initiating structure.
–A 9 x 9 Grid (matrix) reflecting levels
of concern for people and concern for
task.
• 1 reflects minimum concern.
• 9 reflects maximum concern.
Leadership Grid
Dr. Nilesh Thakre

The
Managerial
Grid
(Blake and
Mouton)
Dr. Nilesh Thakre

Dr. Nilesh Thakre

Leadership Grid (cont.).
– Five key Grid combinations.
• 1/1 — low concern for production, low
concern for people.
• 1/9 — low concern for production, high
concern for people.
• 9/1 — high concern for production, low
concern for people.
• 5/5 — moderate concern for
production, moderate concern for
people.
• 9/9 — high concern for production, high
concern for people.
Dr. Nilesh Thakre

Situational Approaches to
Leadership Study
• Fiedler’s Contingency Model of
Leadership
• Path-Goal Theory
• Hersey and Blanchard’s
Situational Leadership Theory
• Leader-Member Exchange
Theory
Dr. Nilesh Thakre

Contingency Models of Leadership
• Contingency Models
–What makes a manager an
effective leader in one
situation is not necessarily
what that manager needs to
be equally effective in
another situationTheories of Leadership -
Dr. Nilesh Thakre

• Contingency Models
–Whether or not a manager is an
effective leader is the result of
the interplay between what the
manager is like, what he does,
and the situation in which
leadership takes place
Dr. Nilesh Thakre

• Fiedler’s Model
• Effective leadership is contingent
on both the characteristics of the
leader and of the situation.
• Leader style is the enduring,
characteristic approach to
leadership that a manager uses
and does not readily change.Theories of Leadership -
Dr. Nilesh Thakre

• Fiedler’s Model
–Relationship-oriented style: leaders
concerned with developing good
relations with their subordinates
and to be liked by them.
–Task-oriented style: leaders whose
primary concern is to ensure that
subordinates perform at a high level
so the job gets done.Theories of Leadership -
Dr. Nilesh Thakre

Fiedler’s Model
• Situation Characteristics
a) Leader-member relations –
extent to which followers like,
trust, and are loyal to their leader
b) Task structure – extent to which
the work to be performed is
clear-cut so that a leader’s
subordinates know what needs
to be accomplished and how to
go about doing it.Theories of Leadership -
Dr. Nilesh Thakre

Fiedler’s Model
• Situation Characteristics
c) Position Power - the amount
of legitimate, reward, and
coercive power leaders have
due to their position. When
positional power is strong,
leadership opportunity
becomes more favorable.Theories of Leadership -
Dr. Nilesh Thakre

Fiedler’s Contingency Theory of
Leadership
Dr. Nilesh Thakre

Vroom-Yetton-Jago Decision Tree
Model (1988)
• The decision tree model of leadership developed
by Victor Vroom emphasizes the fact the leaders
achieve success through effective decision making
• Vroom’s model recognizes four general styles of
leadership:
– Authoritarian
– Consultive
– Delegation
– Group-based
The model proposes that the most effective
leadership style depends on the characteristics
of both the situation and the followersTheories of Leadership -
Dr. Nilesh Thakre

Model
• The Vroom-Yetton-Jago Decision-making
Model of Leadership focuses upon decision
making as how successful leadership emerges
and progresses. The parameters shaping a
decision are quality, commitment of group or
organization members, and time restrictions.
• The central focus of the Vroom-Yetton-Jago
Decision-making Model of Leadership is to
assess how the nature of the group, leader, and
situation determine the degree to which the
group is to be included in the decision-making
process.
Dr. Nilesh Thakre

Model
• The theory states that there can be
many styles of leadership and no one
type fits all situations, thus making this
a Contingency Theory. A leader sizes
up a situation, assesses the situation
facing the group, determines how much
support the group will give to the effort,
and then effect a style of leading. There
is a mechanical process to do this
involving seven questions and decision
points.
Dr. Nilesh Thakre

Vroom-Yetton Decision Tree Model
• These styles are autocratic, consultative,
and group. The autocratic essentially is a
dictator, taking her or his cue from
Transactional Leadership methods, which, in
essence say that the leader tells the group,
"obey". The consultative approach has the
leader going to the group for suggestions on
how to carry out tasks. The "group" method
of decision making is the most democratic,
where the group ultimately makes the
decision.
Dr. Nilesh Thakre

House’s Path-Goal Theory
A contingency model of leadership proposing that
effective leaders can motivate subordinates to
achieve goals by:
1. Clearly identifying the outcomes that
subordinates are trying to obtain from their
jobs.
2. Rewarding subordinates with these
outcomes for high-performance and
attainment of work goals
3. Clarifying the paths leading to the attainment
of work goals
Dr. Nilesh Thakre

Motivating with Path-Goal
• Path-Goal identifies four
leadership behaviors:
1. Directive behaviors: set goals,
assign tasks, show how to do
things.
2. Supportive behavior: look out
for the worker’s best interest.
Dr. Nilesh Thakre

• Path-Goal identifies four
leadership behaviors:
3. Participative behavior : It give
subordinates a say in matters that
affect them.
4. Achievement-oriented behavior :
Setting very challenging goals,
believing in worker’s abilities.
Dr. Nilesh Thakre

Which behavior to
be used
depends on the
nature of the
subordinates
and the kind of
work they do
Dr. Nilesh Thakre
14-33

Path-Goal Theory of
Leadership
Effectiveness:
Employee
satisfaction and
motivation
Leader
structuring and
consideration
Situational
contingencies:
Task structure
Employee need
for autonomy
Leader’s Actions:
Focus on obstacle
removal
Become comfortable
with both task and
consideration behaviors
Understand followers’
perception
Dr. Nilesh Thakre

Hersey and Blanchard Leadership Theory
• Hersey and Blanchard say the level of
maturity of a worker plays a role in
leadership behavior
• Maturity consists of:
– Job maturity – talks-related abilities, skills
and knowledge
– Psychological maturity – feelings of
confidence, willingness and motivation
• Follower readiness
• Leader behavior
Dr. Nilesh Thakre

Hersey and Blanchard Leadership Theory
Dr. Nilesh Thakre

Leader-member Exchange Theory
FF FollowerFollower
In-GroupIn-Group
FF
FFFF
FF
FF
Out-groupOut-group
FF
FF
FF
FF
FF
FF
FF LeaderLeader
Dr. Nilesh Thakre

Leader-Member Exchanges
• Leaders develop relationships
with each member of work group
• High quality relationship
–member is part of “in-group”
–more responsibility, higher
satisfaction
• Low quality relationship
–member is part of “out-group”
–less responsibility, lower
satisfactionTheories of Leadership -
Dr. Nilesh Thakre

Theoretical Overview of LMX
• Relationships develop from series of
exchanges or interactions
• Phase 1: Role-taking
– member enters organization
– leader assesses member’s abilities/talents
• Phase 2: Role-making
– informal, unstructured negotiation of role
• Phase 3: Role-routinization
– social exchange pattern emerges
– becomes routine
Dr. Nilesh Thakre

Leader-Member Exchange (LMX) theory
• Highlights the importance of leader
behaviors not just toward the group as a
whole but toward individuals on a personal
basis.
• Focuses on the quality of the working
relationship between leaders and followers.
• LMX dimensions determine followers’
membership in leader’s “in group” or “out
group.”
• Different relationships with “in group” and
“out group.” Theories of Leadership -
Dr. Nilesh Thakre

Transformational Leadership
Leadership that:
1. Makes subordinates aware of the
importance of their jobs are for the
organization and how necessary it
is for them to perform those jobs
as best they can so that the
organization can attain its goals
Dr. Nilesh Thakre

Transformational Leadership
2. Makes subordinates aware of
their own needs for personal
growth, development, and
accomplishment
3. Motivates workers to work for
the good of the organization,
not just for their own personal
gain or benefitTheories of Leadership -
Dr. Nilesh Thakre

Types of Leadership Defined
Burns (1978)
TRANSACTIONAL
Focuses on the
exchanges
that occur
between leaders
and their
followers
TRANSFORMATIONAL
Process of
engaging with others
to create a
connection that
increases
motivation and
morality in both the
leader and the
follower
Focuses on
the
leader’s
own interests
rather than the
interests of
their followers
PSEUDOTRANSFORMATIONAL
Dr. Nilesh Thakre

TRANSACTIONAL
Focuses on the
exchanges
that occur
between leaders
and their followers
- No new taxes = votes.
- Sell more cars = bonus.
- Turn in assignments =
grade.
- Surpass goals =
promotion.
…
The exchange dimension
is so common that you
can observe it at all walks
of life.
Burns (1978)
Dr. Nilesh Thakre

 Leaders who are
– transforming but in a
negative way
– self-consumed,
exploitive, power-oriented,
with warped moral values
 includes leaders like
 Adolph Hitler
 Saddam Hussein
Burns (1978)
PSEUDOTRANSFORMATIONAL
Focuses on the
leader’s
own interests
rather than the
interests of their
followers
Dr. Nilesh Thakre

TRANSFORMATIONAL
Process of
engaging with others
to create a connection
that increases
motivation
and morality in both the
leader and the follower
Leader is attentive to the
needs and motives of
followers and tries to help
followers reach their
fullest potential.
Mohandas Gandhi – raised
the hopes and demands of
millions of his people and in
the process was changed
himself
Burns (1978)
Dr. Nilesh Thakre

Being a Charismatic Leader
• Charismatic Leader
–An enthusiastic, self-
confident transformational
leader able to clearly
communicate his vision of
how good things could be
Dr. Nilesh Thakre

Being a Charismatic Leader
• Charismatic Leader
–Being excited and clearly communicating
excitement to subordinates.
–Openly sharing information with
employees so that everyone is aware of
problems and the need for change.
–Empowering workers to help with
solutions.
–Engaging in the development of
employees by working hard to help them
build skills.
Dr. Nilesh Thakre

Intellectual Stimulation
• Intellectual Stimulation
–Manager leads subordinates to
view problems as challenges that
they can and will meet and
conquer
–Manager engages and empowers
subordinates to take personal
responsibility for helping to solve
problemsTheories of Leadership -
Dr. Nilesh Thakre

Developmental Consideration
• Developmental
Consideration
–Manager supports and
encourages subordinates, giving
them opportunities to enhance
their skills and capabilities and
to grow and excel on the job.
Dr. Nilesh Thakre

Model of Transformational Leadership
Bass (1985)
• Transformational Leadership Model
• Expanded and refined version of work done by Burns and
House. It included:
– More attention to followers’ rather than leader’s
needs
– Suggested TL could apply to outcomes that were
not positive
– Described transactional and transformational
leadership as a continuum
Extended House’s work by:
– Giving more attention to emotional elements & origins of
charisma
– Suggested charisma is a necessary but not sufficient
condition for TL
Dr. Nilesh Thakre

Model of Transformational Leadership
Bass (1985)
TL motivates followers beyond the expected by:
• raising consciousness about the value and
importance of specific and idealized goals
• transcending self-interest for the good of the team
or organization
• addressing higher-level needsTheories of Leadership -
Dr. Nilesh Thakre 14-52

Transactional Leadership
• Transactional Leaders
–Use their reward and coercive
powers to encourage high
performance—they exchange
rewards for performance and
punish failure.
–Push subordinates to change but
do not seem to change
themselves.
Dr. Nilesh Thakre

Transformational Leadership Factors
The 4 “I”s
• Idealized Influence
- Acting as strong role models
- High standards of moral and ethical conduct
- Making others want to follow the leader’s vision
• Inspirational Motivation
- Communicating high expectations
- Inspiring followers to commitment and
engagement in shared vision
- Using symbols & emotional appeals to focus
group members to achieve more than self-interest
Dr. Nilesh Thakre

Transformational Leadership Factors
The 4 “I”s
• Intellectual Stimulation
- Stimulating followers to be creative and innovative
- Challenging their own beliefs and valuing those of leader
and organization
- Supporting followers to
• try new approaches
• develop innovative ways of dealing with organization
issues
• Individualized Consideration
- Listening carefully to the needs of followers
- Acting as coaches to assist followers in becoming fully
actualized
- Helping followers grow through personal challenges
Dr. Nilesh Thakre

Transactional Leadership Factors
The exchange process between leaders and followers
in which effort by followers is exchanged for specified
rewards
Leadership that involves corrective criticism, negative
feedback, and negative reinforcement
– Two forms
 Active - Watches follower closely to identify
mistakes/rule violations
 Passive - Intervenes only after standards
have not been met or problems have arisen
Contingent Reward
Management by Exception
Dr. Nilesh Thakre

Gender and Leadership
• The number of women
managers is rising but is still
relatively low in the top levels of
management.
• Stereotypes suggest women are
supportive and concerned with
interpersonal relations. Similarly,
men are seen as task-focused.
Dr. Nilesh Thakre

Gender and Leadership
• Research indicates that actually
there is no gender-based difference
in leadership effectiveness.
• Women are seen to be more
participative than men because they
adopt the participative approach to
overcome subordinate resistance to
them as managers and they have
better interpersonal skills.
Dr. Nilesh Thakre

References
• Bass, B.M. (1985). Leadership and performance
beyond expectations. New York: Free Press.
• Bennis, W. (1994). On becoming a leader. (Rev. ed).
Reading, MA: Perseus Books.
• Bryman, A. (1996). Leadership in organizations. In
Clegg S. R., Hardy, C. and Nord, W. R. (Eds).
Handbook of Organization Studies, pp.276-292.
London: Sage.
• Conger, J.A. (1989). The charismatic leader: Behind
the mystique of exceptional leadership. Jossey-Bass,
San Francisco, CA.
• Goleman, D., Boyatzis, R., and McKee, A. (2002). The
emotional reality of teams. Journal of Organizational
Dr. Nilesh Thakre

References
• Hersey, P. and Blanchard, P. (1969). The life cycle
theory of leadership. Training and Development
Journal, 23 (5), 26-34.
• House, R.J. (1971). A path-goal theory of leader
effectiveness. Administrative Science Quarterly, 16,
321 - 339.
• Likert, R. (1967). New patterns of management. New
York: McGraw-Hill.
• McCaffery, P. (2004). The higher education manager's
handbook: Effective leadership and management in
universities and colleges. London: Routledge Farmer.
• Mintzberg, H. (1973). The nature of managerial work.
New York: Harper and Row.
Dr. Nilesh Thakre

References
• Robbins, S. P., & Judge, T. (2013). Organizational
behavior (15th ed.). Boston: Pearson.
• Streufert, S., and S. C. Streufert. 1978. Behavior in the
complex environment. New York: John Wiley.
Dr. Nilesh Thakre

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