1. THEORIES OF LEADERSHIP
By
Jahan Ara Shams
University of the Punjab
Lahore, Pakistan

2. Theory X & Theory Y
People are inherently People are not
lazy and dislike work inherently lazy and
like work
People must be
coerced, controlled, People will exercise
directed and self-direction and self-
threatened control to reach
organizational goals

3. The Ohio State Studies
Ohio State researchers at Ohio State University
found that leaders behavior could be described
in terms of two dimensions
– Initiating Structure
– Consideration

4. The Michigan Studies
By Resis Likert and his associates at the
University of Michigan
How leadership behavior relates to organizational
performance
Identified two leader behaviors
– Employee-centered leader behavior
– Job-centered leader behavior

5. Rensis Likert identified four main styles of
leadership, in particular around decision-making and
the degree to which people are involved in the
decision.
• Exploitive authoritative
In this style, the leader has a low concern for people
and uses such methods as threats and other fear-
based methods to achieve conformance.
Communication is almost entirely downwards and
the psychologically distant concerns of people are
ignored.
• Benevolent authoritative
When the leader adds concern for people to an
authoritative position, a 'benevolent dictatorship' is
formed. The leader now uses rewards to encourage
appropriate performance and listens.

6. • Consultative
The upward flow of information here is still cautious
and rose-tinted to some degree, although the leader
is making genuine efforts to listen carefully to ideas.
Nevertheless, major decisions are still largely
centrally made.
• Participative
At this level, the leader makes maximum use of
participative methods, engaging people lower down
the organization in decision-making. People across
the organization are psychologically closer together
and work well together at all levels.
"Our knowledge can only be finite, while our ignorance must necessarily be infinite." ―
Karl Popper, Austrian philosopher

7. Blake and Mouton's Managerial Grid

By Robert R. Blake and Jane Srygley
Mouton

Method of analyzing leader behavior using
a two-dimensional grid

Concern for people

Concern for production

8. Hersey & Blanchard
Theory of Leadership

Developed by Paul Hersey and Kenneth H.
Blanchard

States that the leader's behavior (task behavior/
relationship behavior) should be altered according
to the employees readiness/maturity (ability and
willingness ) to complete the task

States that behaviors (high or low) determine the
leadership style and leadership style is contingent
on followers maturity level (able/unable and
willing/unwilling).

9. Four Leadership Styles

Telling Leadership
High Task + Low Relationship......Directing Leadership

Selling Leadership
High Task + High Relationship.....Couching Leadership

Participating Leadership
Low Task + High Relationship......Supporting Leadership

Delegating Leadership
Low Task + Low Relationship.......Delegating Leadership

10. Path Goal theory of Leadership

By Martin G. Evans, Robert J. House and others

It has its roots in expectancy theory of motivation

Suggests that the leader's primary motivational
functions are to make attractive rewards available,
to guide employees through the path to these
rewards by clarifying the behavior that will achieve
goals, and to remove any obstacles that prevent
goal attainment.

Suggests leaders can modify their behavior
depending on the situational variables
(environmental factors,subordinate characteristics
) they face.

11. Four Behaviors of a Leader
Directive Leadership- task is unstructured, complex or novel or
subordinates lack skills........telling exactly what to do and how to
do........similar initiating structure and task orientation
Supportive Leadership -task unambiguous, boring or
stressful........to increase satisfaction of your
subordinates........similar to consideration and relationship
orientation.

12. Achievement Oriented Leadership
task unstructured.........challenging followers so as to increase
their self-confidence and satisfaction.
Participative Leadership
task unstructured.............................................call for
participation....consulting.

13. FIEDLER'S CONTINGENCY THEORY
It relates situation favorability (Leader-member
relations, Task structure, Position Power)
towards various leadership styles to help leaders
determine the best approach in a given situation.
> > Relationship motivated behavior
>> Task motivated behavior

14. Transformational theory of Leadership
James MacGregor Burns (1978) first introduced the
concept of transforming leadership in his descriptive
research on political leaders, but this term is now used in
organizational psychology as well.
According to Burns, transforming leadership is a process
in which "leaders and followers help each other to
advance to a higher level of morale and motivation".
Bernard M. Bass (1985), extended the work of Burns
(1978) and introduced the term "transformational" in place
of "transforming.
He said that the extent to which a leader is
transformational, is measured first, in terms of his
influence on the followers.

15. Four basic elements of transformational leadership:
Individualized Consideration – the degree to which the leader attends to
each follower's needs, acts as a mentor or coach to the follower and listens
to the follower's concerns and needs. The leader gives empathy and
support, keeps communication open and places challenges before the
followers.
Intellectual Stimulation – the degree to which the leader challenges
assumptions, takes risks and solicits followers' ideas. Leaders with this style
stimulate and encourage creativity in their followers. They nurture and
develop people who think independently.
Inspirational Motivation – the degree to which the leader articulates a vision
that is appealing and inspiring to followers. Leaders with inspirational
motivation challenge followers with high standards, communicate optimism
about future goals, and provide meaning for the task at hand. The followers
are willing to invest more effort in their tasks, they are encouraged and
optimistic about the future and believe in their abilities.
Idealized Influence – Provides a role model for high ethical behavior, instills
pride, gains respect and trust.

16. THANKS
FOR YOUR TIME