1. Leadership Theories and Styles

2. INTRODUCTION
Leadership is the ability to develop a vision that motivates other to move with a passion toward a common goal. So leadership is a process by which a person influences other to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent.

3. Definition
leadership is the “process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task”
“Leadership is ultimately about creating a way for people to contribute to making something extraordinary happen.”

4. Formal Leadership- This is the process of influencing other to purse official organizational objectives. This occurs when a person is appointed or elected as an authority figure. For Example, anyone who is appointed to the job of a manager is also given the authority to exercise formal leadership. Similarly, a formally elected leader of a county or a state acquires the authority of formal leadership. Informal Leadership- This is the process of influencing others to pursue unofficial objectives. It emerges when a person uses interpersonal influence in a group without designated authority or power. These leaders emerge because of their charm or charisma, intelligence, skills, or other traits.

5. Theories of Leadership

6. Trait theories
Trait theories: this theory was described by Kelly it was attempt to classify what personal characteristics such as physical , mental and relating to personality are associated with the success of Leadership
Is there a set of characteristics that determine a good leader?
Personality?
Charisma?
Self Confidence?
Achievement?
Ability to formulate a clear vision?

7. During most of recorded history, the prevailing assumption was that leaders are born and not made. Leaders such as Alexander the Great, Napolean Bonaparte, and George Washington were said to have been blessed with an inborn ability to lead. This eventually gave way to trait theory. These traits are not acquired, but are inherent personal qualities. The trait theory emphasizes that leaders are born and not made. The theory proposes that leadership is a function of these inborn traits. The existence of these traits becomes a measure of leadership. Note: Some traits increase the likelihood of success as a leader, but none of the traits guarantee success. There are no universal traits that predict leadership in all situations. Rather, traits appear to predict leadership in selective situations

8. Behavioral Theories Behavioral theories of leadership are theories proposing that specific behaviors differentiate leaders from non leaders. The behavioral theories are explained below.

9. Ohio State Studies
The most comprehensive and replicated of the behavioral theories resulted from research that began at Ohio State University in the late 1940s. These researchers identified two independent dimensions of leadership behavior described by employees. The two dimensions are called initiating structure and consideration.
Initiating structure is a type of behavior that describes the extent to which a leader is task oriented and directs subordinate work activities toward goal attainment. The leader could be described as someone who ‘assigns group members to particular tasks,’ expects workers to maintain definite standards of performance, and emphasizes the meeting of deadlines.
Consideration is a type of leader behavior that describes the extent to which the leader is sensitive to subordinates, respects their ideas and feelings, and establishes mutual trust. Considerate leaders are friendly and approachable, and treat all employees as equal.

10. 2. University of Michigan Studies The survey done at the University of Michigan had similar research objectives: to locate behavioral characteristics of leaders that appeared to be related to measures of performance effectiveness. They came up with two dimensions of leadership behavior that they labeled employee-oriented and production-oriented. Employee-oriented Leader- Leaders who were employee-oriented were described as emphasizing interpersonal relations; they took personal interest in the needs of their employees and accepted individual differences among members. Production-oriented Leader – Leaders who emphasize the technical or tasks aspect of the job; their main concern was in accomplishing their group’s tasks, and the group members were a means to the end.

11. 3. The Managerial/ Leadership Grid Blake and Mouton of Texas University proposed a two-dimensional theory called the managerial grid (now called the leadership grid) that measures the leader’s “concern for people” and “concern for production”. Concern for people involves promoting friendship, helping coworkers get the job done, and attending to things that matter to people, like pay and working conditions. Concern for production involves a desire to achieve greater output, cost effectiveness, and profits in profit seeking organizations.

12. Situational or Contingency Theory
Situational or contingency theories are theories proposing that the management techniques that best contribute to the attainment of organizational goals might vary in different types of situations or circumstances. In other words, the most appropriate style of leadership depends on an analysis of the nature of the situation facing the leader. The effectiveness of the leader behavior is contingent upon the demands imposed by the situation. Examples of situational or contingency theory include Fiedler contingency model, Hersey and Blanchard’s situational theory and path-goal theory.

13. Fiedler Contingency Model
This theory states that effective group performance depends on the 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.
Fiedler created the Least Preferred Co-worker (LPC) Questionnaire. This is an instrument that purports to measure whether a person is task or relationship-oriented
Three Contingency Dimensions – Fiedler identified three contingency dimensions that define the key situational factors that determine leadership effectiveness. These are leader-member relations, task structure, and position power.

14. Leader-member relations: The degree of confidence, trust, and respect subordinates have in their leader
Task structure: The degree to which job assignments are procedurized (that is, structured or unstructured)
Position power: Influence derived from one’s formal structural position in the organization which includes power to hire, fire, discipline, promote, and give salary increases.

15. Hersey and Blanchard’s Situational Theory
Hersey and Blanchard developed a model called situational leadership theory (SLT). This is a contingency theory that focuses on followers’ readiness. The emphasis on the followers in leadership effectiveness reflects the reality that it is the followers who accept or reject the leader. Regardless of what the leader does, effectiveness depends on the actions of his or her followers. The term readiness refers to the extent to which people have the ability and willingness to accomplish a specific task. They identified four specific leader behaviors – from highly directive to highly laissez-faire. The most effective behavior depends on a follower’s ability and motivation.

16. If followers are unable and willing to do a task, the leader needs to give clear and specific directions
If followers are unable and unwilling, the leader needs to display high task orientation to compensate for the followers’ lack of ability and high relationship orientation to get the followers to ‘buy into’ the leader’s desire
If followers are able and unwilling, the leader needs to use supportive and participative style, and
If the followers are both able and willing, the leader does not need to do much.

17. Path-Goal Theory Path-goal theory states that the leader’s job is 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. Path-goal theory assumes that leaders can enhance subordinates’ motivation by (1) clarifying the subordinates’ perception of work goals, (2) linking meaningful rewards with goal attainment, and (3) explaining how goals and desired rewards can be achieved. Leaders should motivate their followers by providing clear goals and meaningful incentives for reaching them.

18. The path-goal theory was developed by Robert House
The path-goal theory was developed by Robert House. He identified four leadership Styles. The directive leader tells followers what is expected of them, schedules works to be done, and gives specific guidance as to how to accomplish tasks. The supportive leader treats subordinated as equal in a friendly manner while striving to improve their well-being. The participative leader consults with subordinates to seek their suggestions and then seriously consider those suggestions when making decisions. The achievement-oriented leader sets challenging goals, emphasizes excellence, and seek continuous improvement while maintaining a high degree of confidence that subordinates will meet difficult challenges in a responsible manner.

19. LEADERSHIP STYLES There are three classic styles of leadership, namely, Autocratic (dictatorial), Democratic (participative), and Laissez-faire (free-rein) leadership.

20. Autocratic or Dictatorial Leadership
The leader retains all authority and responsibility and tolerates no deviation from his orders.
Leader assigns people to clearly defined tasks.
There is a downward flow of communication.

21. Primary strength: It stresses prompt, orderly, and predictable performance.
Primary weakness: Its approach tends to stifle individual initiative.

22. Democratic or Participative Leadership  
The leader delegates a great deal of authority while retaining ultimate responsibility.
Work is divided and assigned on the basis of participatory decision making.
There is an active two-way flow of upward and downward communication.

23. Primary strength: It enhances personal commitment through participation.
Primary weakness: The democratic process is time consuming.

24. Laissez-Faire or Free-Rein Leadership
The leader is just a figure head he grants responsibility and authority to the group.
He acts principally as a liaison between the group and the outside elements.
He lets the subordinates plan, organize and develop their own techniques for accomplishing goals within the generalized organizational policies and objectives.
There is primarily a horizontal communication among peers.

25. Primary strength: It permits self-starters to do things the best way they can without leader interference. 
Primary weakness: The group may drift aimlessly in the absence of direction from the leader.