2. Leadership is the influencing process
of leaders and followers to achieve
organizational objectives through
change.
3. The 4 Leadership
Theory
Classifications
Include:
Trait Contingency
Behavioral Path- Goal
4. The trait model of leadership is based on the
characteristics of many leaders - both successful and
unsuccessful - and is used to predict leadership
effectiveness. The resulting lists of traits are then
compared to those of potential leaders to assess their
likelihood of success or failure.
5.
6. Strengths/Advantages of Trait Theory
•It is naturally pleasing theory.
•It is valid as lot of research has validated the foundation and basis
of the theory
Limitations of The Trait Theory
•There is bound to be some subjective judgment in determining who is
regarded as a „good‟ or „successful‟ leader
•The list of possible traits tends to be very long. More than 100 different
traits of successful leaders in various leadership positions have been
identified. These descriptions are simply generalities.
7. Conclusion
•The traits approach gives rise to questions: whether
leaders are born or made; and whether leadership is an
art or science.
• Even if there are certain inborn qualities that make one
a good leader, these natural talents need
encouragement and development. A person is not born
with self-confidence. Self-confidence is developed,
honesty and integrity are a matter of personal choice,
motivation to lead comes from within the individual,
and the knowledge of business can be acquired.
• While cognitive ability has its origin partly in genes, it
still needs to be developed. None of these ingredients
are acquired overnight.
8. Ohio State University Studies
Initiating structure + Consideration = High-high
leader
University of Michigan Studies
Employee-oriented and Production-oriented
9.
10. Fiedler‟scontingency theory of leadership effectiveness was
based on studies of a wide range of group effectiveness, and
concentrated on the relationship between leadership and
organizational performance.
Thisis one of the earliest situation-contingent leadership
theories given by Fiedler.
According to him, if an organization attempts to achieve group
effectiveness through leadership, then there is a need to assess
the leader according to an underlying trait, assess the situation
faced by the leader, and construct a proper match between the
two.
11. In contingency theory of leadership, the success of the leader is a
function of various contingencies in the form of subordinate, task,
and/or group variables. The effectiveness of a given pattern of
leader behavior is contingent upon the demands imposed by the
situation. These theories stress using different styles of leadership
appropriate to the needs created by different organizational
situations. No single contingency theory has been postulated. Some
of the theories are:
Fiedler‟s contingency theory:
Fiedlers theory is the earliest and most extensively researched.
Fiedler‟s approach departs from trait and behavioral models by
asserting that group performance is contingent on the leader‟s
psychological orientation and on three contextual variables: group
atmosphere, task structure, and leader‟s power position.
Hersey & Blanchard‟s situational theory
This theory is an extension of Blake and Mouton‟s Managerial Grid
Model and Reddin‟s 3-D management style theory. With this model
came the expansion of the notion of relationship and task
dimensions to leadership and adds a readiness dimension.
12. The Path-Goal Theory of Leadership was developed to
describe the way that leaders encourage and support their
followers in achieving the goals they have been set by
making the path that they should take clear and easy.
In particular, leaders:
Clarify the path so subordinates know which way to go.
Remove roadblocks that are stopping them going there.
Increasing the rewards along the route.
13. There have been many criticisms on path-goal theory
due to its inclusive nature.
First, it is not an elegant theory. The proposition
are widely scattered over the motivational terrain,
and thus must be learned one at time.
Second criticisms is that due it complexity, there is
no basis of leadership training programs.
14. In conclusion, the path goal theory of leadership is certainly
very sensible and if it is applied timely by the leaders, outcomes
will be outstanding.
Path goal theory gives leaders a broader aspect on the way to
value their subordinates and motivate them to give their full
efforts for their own betterment and for the betterment of the
organization.
An advantage of this theory is that those leaders who
successfully motivates and maximizes the subordinates‟ task, by
means of clarifying the paths towards the goal and which means
giving rewards to subordinates who put much effort to their
tasks, will obtain high performance in the organization.
15. Commonly known as participative leadership.
The staff and employees are given opportunities to
voice their opinions
The business decision making involves the staff of
the organization.
Open communication and synthesizing of ideas.
16. Legendary EX-CEO of General Electric.
Energetic leader who encouraged his
employees and subordinates.
Used flexible methods to manage his
organization.
He struck a balance between tasks and
employees.
“EMBRACE CHANGE
DON‟T FEAR IT”
17. Oldest form of leadership
Rigid lines of communication
No involvement of staff in decision making
Ultimate power and authority in the hands of
the leader.
Specific rewards and punishments.
18. Has humility to learn
Active involvement in all tasks
Self-Confident
Decision maker
