The document provides an overview of various leadership theories including: 1. Early theories like trait theory and behavioral theory that focused on innate qualities or learned behaviors of leaders. 2. Contingency theories like Fiedler's model and situational leadership theory that propose the most effective leadership style depends on situational factors. 3. Contemporary views like transformational leadership that inspires followers, and team leadership where the leader facilitates rather than directs. Theories are discussed ranging from trait-based to contingency-based approaches, highlighting different perspectives on the characteristics, behaviors, and styles effective leaders may demonstrate.

2. THEORIES OF LEADERSHIP
~ARULIOUS JORA A

3. Leaders??
Someone who can influence others and has managerial authority.
Leadership??
Process of influencing a group to achieve goals.
Are all managers leaders??
Yes… Because leading is one among the four management functions.
Ideally all managers should be leaders.

4. AN OVERVIEW OF THE VARIOUS THEORIES
EARLY LEADERSHIP THEORIES
• TRAIT THEORY
• BEHAVIOURAL THEORY
CONTINGENCY THEORIES
• FIEDLER MODEL
• HERSEY AND BLANCHARD'S SITUATIONAL THEORY
• LEADER PARTICIPATION MODEL
• PATH GOAL MODEL
CONTEMPORARY VIEWS ON LEADERSHIP
• TRANSFORMATIONAL-TRANSACTIONAL LEADERSHIP
• CHARISMATIC –VISIONARY LEADERSHIP
• TEAM LEADERSHIP

5. EARLY LEADERSHIP THEORIES
TRAIT THEORY
• “Leaders are born, not made.”
• The trait approach to leadership was one of the earliest theories of leadership.
• This approach focuses on the personal attributes (or traits) of leaders, such as physical
and personality characteristics, competencies, and values.
• Leadership traits are considered to be enduring characteristics that people are born
with and that remain relatively stable over time.
• Trait theory – assumes the leader is different from the average person in terms of
personality traits such as intelligence, perseverance, and ambition.
ASSUMPTIONS
● People are born with inherited traits
● Some traits are particularly suited to leadership
● People who make good leaders have the combination of traits

6. LIMITATIONS:
• No universal traits found that
predict leadership in all situations.
• Unclear evidence of the cause
and effect of relationship of
leadership and traits.
• Better predictor of the
appearance of leadership than
distinguishing effective and
ineffective leaders.
LEADERSHIP TRAITS:
• Drive
• Desire to lead
• Honesty and integrity
• Self-confidence
• Intelligence
• Job relevant knowledge
• Extraversion

7. BEHAVIOURIAL THEORY
• Leaders can be made, rather than are born.
• Successful leadership is based on definable, learnable behaviour.
Description
• Behavioural theories do not seek inborn traits – they look at what leaders
actually do.
• Success can be defined in terms of describable actions.
Implication:
• Leadership capability can be learned.

8. According to UNIVERSITY OF LOWA STUDIES
• The study was conducted by Kurt Lewin and his associates
• The three leadership styles which are:-
1. AUTOCRATIC
2. DEMOCRATIC
3. LAISSEZ-FAIRE

9. AUTOCRATIC LEADERSHIP STYLE
• An autocratic manager dictates orders to their staff and
makes decisions without any consultation.
• The leader likes to control the situation they are in.
• Quick and centralized decision making.
• This type of management style can decrease motivation and
increase staff turnover.
• Structured set of rewards and punishments.
AUTOCRATIC LEADER
• Rely on threats and punishment
to influence staff
• Do not trust staff
• Do not allow for employee input

10. When can it be used?
• New, untrained staff do not know which tasks to perform or which procedures to
follow effective supervision provided only through detailed orders and instructions
• Staff do not respond to any other leadership style.
• Limited time to make a decision.
• A manager’s power challenged by staff.
• Work needs to be coordinated with another department or organization.

11. When should it not be used?
WHEN:
• Staff become tense, fearful, or resentful.
• Staff expect their opinions heard.
• Staff depend on their manager to make all their decisions.
• Low staff morale, high turnover and absenteeism and work stoppage.

12. DEMOCRATIC LEADERSHIP STYLE
A COACH WHO HAS THE FINAL
SAY, BUT GATHERS
INFORMATION FROM STAFF
BEFORE MAKING A DECISION.
• Also known as participative style.
• Encourages staff to be a part of the
decision making.
• Keeps staff informed about
everything that affects their work and
shares decision making and problem
solving responsibilities.
A DEMOCRATIC LEADER
Develop plans to help staff evaluate their own
performance
● Produce high quality and high quantity
work for a long period of time
● Staff like the trust they receive and work
with cooperation, team spirit and high
morale
● Allows staff to establish goals
● Encourage staff to grow on the job and be
promoted
● Recognizes and encourages
achievement

13. Most effective when
• Wants to keep staff informed about matters that affect
them.
• Wants staff to share in decision-making and problem-
solving duties.
• Wants to provide opportunities for staff to develop a
high sense of personal growth and job satisfaction.
• A large or complex problem that requires lots of input
to solve.
• Changes must be made or problems solved that affect
staff.

14. Ineffective when
• Not enough time to get everyone’s input
• Easier and more cost-effective for the manager to
make the decision
• Can’t afford mistakes
• Manager feels threatened by this type of leadership
• Staff safety is a critical concern

15. LAISSEZ-FAIRE LEADERSHIP STYLE
Also known as the “hands-off¨ style.
• The manager provides little or no
direction and gives staff as much
freedom as possible.
• All authority or power given to the staff
and they determine goals, make
decisions, and resolve problems on their
own.

16. EFFECTIVE WHEN
• Staff feel insecure at the unavailability of a manager.
• The manager cannot provide regular feedback to staff on how well they
are doing.
• Managers unable to thank staff for their good work.
• The manager doesn’t understand his or her responsibilities and hoping
the staff cover for him or her.

17. INEFFECTIVE WHEN
• Staff feel insecure at the unavailability of a manager.
• The manager cannot provide regular feedback to staff on how well they are
doing.
• Managers unable to thank staff for their good work.
• The manager doesn’t understand his or her responsibilities and hoping the staff
cover for him or her.

19. THE OHIO STATE STUDIES
INITIATING STRUCTURE:
• It refers to the extent to which a leader defines and structured his/her role and the
roles of group members in the search of goal attainment.
• It included behaviour that involved attempt to organise work, work relationships and
goal.
CONSIDERATION:
• It refers to the extent to which a leader had job relationships characterized by mutual
trust and respect for group members, ideas and feelings.
• A leader who was high in consideration helped group members with personal
problems, was friendly and approachable, and treated all group members as equal.A leader who was high in both initiating structure and considerations achieved
high group task performance and high satisfaction more frequently than who
rated low on either dimension or both.

20. UNIVERSITY OF MICHIGAN STUDIES
EMPLOYEE ORIENTED
• Leaders who were employee oriented were described as emphasizing
interpersonal relationships.
• They took a personal interest in the needs of their followers and accepted the
individual differences among group members.
PRODUCTION ORIENTED
• They tended to emphasize the technical or task aspects of the job were
concerned mainly with accomplishing their group’s task and regarded group
members as a means to the end.
Conclusion of MSU researchers strongly favoured leaders who were
employee oriented as they were associated with high group productivity
and high job satisfaction.

21. MANAGERIAL GRID

22. • COUNTRY CLUB MANAGEMENT- (1,9)
- Thoughtful attention to needs of people for satisfying relationship leads to
comfortable, friendly organization, atmosphere and work tempo.
• TEAM MANAGEMENT –(9,9)
- Work accomplishment is from committed people; interdependence through a
“common stake” in organization purpose leads to relationships of trust and
respect.
• MIDDLE OF MANAGEMENT –(5,5)
-Adequate organization performance is possible through balancing the necessity
to get out work with maintaining morale of people at a satisfactory level.

23. • IMPOVERISHED MANAGEMENT-(1,1)
-Exertion of minimum effort to get required work done is appropriate to sustain
organization membership.
• TASK MANAGEMENT –(9,1)
-Efficiency in operations results from arranging conditions of work in such a way
that human elements interfere to a minimum degree.

24. CONTINGENCY THEORIES OF LEADERSHIP
• Leadership as being more flexible .
• Different leadership styles being used at different times depending upon the
circumstances.
• Suggested leadership is not a fixed series of characteristics that can be
transposed into different contexts.

25. May depend on:
- Type of staff
- History of business
- Culture of the business
- Quality of relationship
- Nature of the change needed
- Accepted norms within the institution.

26. FIEDLER’S CONTINGENCY MODEL
• The model was based on the premise
that a certain a certain leadership style
would be most effective in different types
of leadership.
• To measure a leader’s style Fiedler
developed LPC (least preferred co
worker) questionnaire.
• LPC measured whether leader was
task oriented or relationship oriented.

27. Based on this Fiedler gave three contingency dimensions:
1. Leader-member relations
• The degree of confidence, trust, and respect subordinates have in their leader.
2. Task structure
• The degree to which the job assignments are procedurized.
3. Position power
• Influence derived from one’s formal structural position in the organization;
includes power to hire, fire, discipline, promote, and give salary increases

30. HERSEY AND BLANCHARD’S SITUATIONAL
LEADERSHIP THEORY
• This model also called as situational leadership theory(SLT). This theory focuses
main attention on follower readiness and situation behavior of leader.
• Readiness is defined as extent to which people have the ability and willingness
to accomplish a specific task.
• SLT uses the same two leadership dimensions that fielder identified- task and
relationship behaviour.
• They go a step further by considering each as either high or low and then
combining them into four specific leadership styles

32. LEADERSHIP PARTICIPATION MODEL
• Leadership participation model related the
leadership behaviour and participation to decision
making.
• The model argued that leader behaviour must
adjust to reflect the task structure- whether it was
routine, non routine or in between.
• The model provides the sequential set of rules
(norms)that the leader followed in determining the
form and amount of decision making, as determined
by the different situations and thus called normative
model.
Leadership styles:-
• Decide
• Consult individually
• Facilitate
• Delegate

33. • There is also a current model which reflects the how
and with whom decisions are made and uses
variations of leadership styles.
• It also expand upon the decision making
contingencies leader look at in what leadership style
would be most effective.
• These contingencies are either present (H for High)
or absent (L for Low).
• Time driven model have short term orientation and
concerned with making effective decisions with
minimum cost .
• Development driven model is also structured in the
same way but emphasizes making effective decisions
with maximum employee development outcomes and
Decision making
contingencies:-
Decision significance
Importance of commitment
Leader expertise
Likelihood of commitment
Group support
Group expertise
Team competence

34. PATH AND GOAL THEORY
• 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 make the journey
along the path easier by reducing road blocks and pitfalls.
• According to House, there are four different types of leadership styles depending on the
situation:
1. Directive Leadership
2. Supportive Leadership
3. Participative Leadership
4. Achievement-oriented Leadership
House assumed that the leaders are flexible and same leader can display any of all
these leadership styles depending upon the situation.

35. CONTEMPORARY VIEWS ON LEADERSHIP
TRANSFORMATIONAL LEADERSHIP
• Leaders who stimulates and inspire(transforms) followers to achieve
extraordinary outcomes.
TRANSACTIONAL LEADERSHIP
• Leaders who guide or motivate followers to work towards established goals by
exchanging rewards for their productivity

36. • Transformational leadership is built on the top of transactional leadership.
• It produces levels of employee effort and performance that go beyond what
would occur with a transactional approach alone.
• Transformational leaders were evaluated as more effective, higher performers,
more promotable, than their transactional counterparts, and more interpersonally
sensitive.
• Transformational leadership is strongly correlated with lower turnover rates and
higher levels of productivity, employee satisfaction, creativity, goal attainment, and
follower well being.

37. CHARISMATIC LEADERSHIP
A charismatic leader is an enthusiastic, self confident leader whose personality
and actions influence people to behave in a certain ways.
CHARACTERISTICS OF CHARISMATIC LEADERSHIP
● They have a vision Able to articulate that vision.
● Are willing to take risks to achieve that vision.
● Sensitive to both environmental constraints and follower needs.
● Exhibit behaviour that are out of the ordinary

38. VISIONARY LEADERSHIP
The ability to create and articulate a realistic,
credible and attractive vision of the future that
improves upon the current situation
Visionary leaders have the ability to:
• Explain the vision to others.
• Express the vision not just verbally but through
behavior.
• Extend or apply the vision to different leadership
contexts

39. TEAM LEADERSHIP
• The role of team leader is
different from traditional leader.
Team leaders should have skill
such as:
• Having patience to share
information,
• Being able to trust others
• to give up authority
• Understanding when to
intervene.
• Difficult balancing act of knowing
RESPONSIBILITY OF
TEAM LEADERS
• Coaching
• Facilitating
• Handling disciplinary
problems
• Reviewing team and
individual performance.
• Training and communication

40. MAJOR ISSUES OF LEADERSHIP
• Managing power:- Legitimate, coercive, reward, expert and referent.
• Developing trust:- Integrity, competence, consistency, loyalty and openness.
• Providing ethical leadership
• Empowering employees
• Cross cultural leadership
• Gender differences in leadership
• Demise of celebrity leaders
• Substitutes of leadership