LEADERSHIP THEORIES

LEADERSHIP Leadership is a process where a leader consistency with a vision motivates a group of people for certain production goals or wholes In other words Leadership is the ability to influence a group towards the achievement of goals.

TRAIT THEORY LEADERSHIP TRAITS AMBITION AND ENERGY THE DESIRE TO LEAD HONESTY AND INTEGRITY SELF CONFIDENCE INTELLIGENCE HIGH SELF MONITORING JOB-RELEVANT KNOWLEDGE Theories that consider personality, social, physical or intellectual traits to differentiate leaders from non-leaders. Trait theory assumes that’s leaders are born not made.

TRAITS AND SKILLS DIFFERENTIATING LEADERS FROM NONLEADERS ADAPTABLE TO SITUATIONS CLEVER (INTELLIGENT) ALERT TO SOCIAL ENVIRONMENT CONCEPTUALLY SKILLED AMBITIOUS, ACHIEVEMENT ORIENTED CREATIVE ASSERTIVE DIPLOMATIC AND TACTFUL COOPERATIVE FLUENT IN SPEAKING DECISIVE KNOWLEDGEABLE ABOUT THE WORK DEPENDABLE ORGANIZED (ADMINISTRATIVE ABILITY) DOMINANT (POWER MOTIVATION) PERSUASIVE ENERGETIC (HIGH ACTIVITY LEVEL) SOCIALLY SKILLED PERSISTENT SELF-CONFIDENCE TOLERATE OF STRESS WILLING TO ASSUME RESPONSIBILITY

LIMITATIONS OF TRAIT THEORY No universal trait that predicts 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. ‘For example: does self confidence create leadership or does success as a leader build self confidence?’ Traits do a better job at predicting the appearance of leadership than in actually distinguishing between effective and ineffective leaders.

BEHAVIORAL THEORY In contrast with trait theory, behavioral theory attempts to describe leadership in terms of what leaders do, while trait theory seeks to explain leadership on the basis of what leaders are. Leadership according to this approach is the result of effective role behavior. Leadership is shown by a person’s act more than by his traits. This is an appropriate new research strategy adopted by Michigan Researchers in the sense that the emphasis on the trait is replaced by the emphasis in leader behavior (which could be measured).

BEHAVIORAL THEORY Theories proposing that specific behaviors differentiate leaders from non-leaders. Behavioral studies focus on identifying critical behavioral determinants of leadership that, in turn, could be used to train people to become leaders BEHAVIORAL LEADERSHIP STUDIES THE OHIO STATE STUDIES THE UNIVERSITY OF MICHIGAN STUDIES THE MANAGERIAL GRID SCANDINAVIAN STUDIES

THE OHIO STATE STUDIES INITIATING STRUCTURE CONSIDERATION The Ohio State Studies sought to identify independent dimensions of leader behavior INITIATING STRUCTURE CONSIDERATION 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 The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates’ ideas, and regards for their feelings

THE UNIVERSITY OF MICHIGAN STUDIES The University of Michigan Studies sought to identify the behavioral characteristics of leaders related to performance effectiveness. EMPLOYEE-ORIENTED LEADER PRODUCTION-ORIENTED LEADER Emphasizing interpersonal relations; taking a personal interest in the needs of employees and accepting individual differences among members. Higher group productivity and job satisfaction. One who emphasizes technical or task aspects of the job. Lower group productivity and job satisfaction.

THE MANAGERIAL GRID A graphical portrayal of a two-dimensional view of leadership style was developed by Blake and Mouton. They proposed a managerial grid also known as leadership grid based on the styles of “concern for people” and “concern for production” which essentially represents the Ohio State dimensions of consideration and initiating structure or the Michigan dimension of employee-oriented and production-oriented. A nine-by-nine matrix outlining 81 different leadership styles Managers were found to perform best under a 9,9 style. For example: with a 9,1 (authority type) or 1,9 (laissez- type) style.

THE MANAGERIAL GRID (BLAKE AND MOUTON)

SCANDINAVIAN STUDIES DEVELOPMENT-ORIENTED LEADER: One who values experimentation, seeks new ideas, and generates and implements change Leader who demonstrates development-oriented behavior have more satisfied employees and are seen as more competent by those employees.

CONTINGENCY THEORY -COGNITIVE RESOURCE THEORY While trait and behavior theories do help us understand leadership, an important component is missing: the environment in which leader exists. Contingency Theory deals with this additional aspects of leadership effectiveness studies CONTINGENCY/SITUATIONAL THEORIES FIEDLER MODEL -COGNITIVE RESOURCE THEORY HERSEY AND BLENCHERD’S SITUATIONAL THEORY LEADER-MEMBER EXCHANGE THEORY PATH-GOAL THEORY LEADER PATICIPATION MODEL

FIEDLER MODEL The first comprehensive model for leadership was developed by Fred Fiedler. The theory that effective groups depend upon a proper match between a leader’s style of interacting with subordinates and the degree to which the situation gives control and influence to the leader. There are basically three steps in the model Identifying leadership style Defining the situation Matching leaders and situations

1. IDENTIFYING LEADERSHIP STYLE Fiedler believes a key factor in leadership success is the individual’s basic leadership style. So he created the LEAST PREFER CO-WORKER (LPC) QUESTIONNAIRE LPC: An instrument that tells to measure whether a person is task or relationship oriented If the low LPC score then person is task oriented. If the high LPC score then the person is relationship oriented.

SCORING Your final score is the total of the numbers you circled in the 18 scales. 57 or less= Low LPC (task oriented) 58-63= Middle LPC(socio-independent leaders, self directed and not overly concerned with the task or how others view them 64 or above= High LPC(motivated by relationships)

2. DEFINING THE SITUATION Fiedler identified three contingency dimensions that define the key situational factors. 1. Leader-member relations: The degree of confidence, trust, and respect, members have in the leader. 2.Task structure The degree to which the job assignments are procedurized. 3.Position Power: The degree of influence a leader has over power variables such as hiring, firing, promotion etc.

3. MATCHING LEADERS AND SITUATIONS High LPC leaders are most effective in situation that are moderately favorable for leading.(IV,V,VI AND VII) Low LPC leaders are most effective in situations that are very favorable or very unfavorable for leading.(I,II,III and VIII) Fiedler concluded that the task-oriented leaders tend to perform best in situations that are very favorable to them and in situations that are very unfavorable to them(high and low) while relationship-oriented leaders perform best in moderate control situations.

FIEDLER CONTINGENCY MODEL

COGNITIVE RESOURCE THEORY A theory of leadership that states that stress unfavorably effects the situation, and intelligence, and experience can lessen the influence of stress on the leader. A refinement of Fiedler’s original model: Focuses on stress as the enemy of rationality and creator of unfavorable conditions. A leader’s intelligence and experience influence his or her reaction to that stress. Stress Level’s: Low Stress: Intellectual abilities are effective High Stress: Leader experiences are effective Research is supporting the theory

HERSEY AND BLANCHARD’S SITUATIONAL LEADERSHIP (SLT) Paul Hersey and Ken Blanchard developed this leadership model. A model that focuses on followers “readiness”. Followers can accept or reject the leader. Effectiveness depends on the followers’ response to the leader’s action. “Readiness” is the extent to which people have the ability and willingness to accomplish a specific task.

CONTD…… Hersey and Blanchard identify four specific leader behaviors. The most effective behavior depends on the follower’s ability and motivation. “If followers are unable and unwilling to do a task” The leader needs to give specific and clear directions. “If followers are unable and willing” The leader need to display a high task orientation. “If the followers are able and unwilling” The leader needs to use a supportive and participative style. “If followers are both able and willing” The leader doesn’t need to much.

SLT THEORY OF LEADERSHIP

LEADER-MEMBER EXCHANGE(LMX) THEORY Leaders create in-groups and out-groups, and subordinates with in-group status will have higher performances ratings, less turnover, and greater satisfaction with their superior. LMX PREMISE: Because of time pressures, leader form special relationship with a small group of followers: the “in-group” This in-group is trusted and gets more time and attention from the leader All other followers are in the “out-group” and gets less of leader’s attention and tend to have formal relationship with the leader The leaders tend to choose in-group members because they have attitude and personality characteristics that are similar to the leader’s or a higher level of competence than out-group members and it is based on formal authority interactions

PATH-GOAL THEORY The path-goal theory is developed by Robert House. The theory that it is the leader’s job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization The term path-goal is derived from the belief that effective leaders clarify the path to help their followers get from where they are to the achievement of their work goals and to make the journey along the path easier by reducing roadblocks. Path goal theory proposes two classes of situational and contingency variables that moderate the leadership behavior- outcome relationship- those in the environment that are outside the control of the employee and those that are part of the personal characteristics of the employee.

CONTD…… House identified four leadership behaviors The directive leader: lets followers know what is expected of them, schedules work to be done, and gives specific guidance as to how to accomplish task. The supportive leader: is friendly and shows concern for the needs of followers. The participative leader: consults with followers and uses their suggestions before making a decision. The achievement-oriented leader: sets challenging goals and expects followers to perform at their highest level

LEADER-PARTICIPATION MODEL Victor Vroom and Phillip Yetton developed the leader- participation model. A leadership theory that provides a set of rules to determine the form and amount of participation decision making in different situations. The model was a decision tree incorporating seven contingencies(revised to twelve) and five alternative leadership styles The decision tree is rule based to guide the leaders about when and when not to include subordinate participation in decision making.

THANKYOU