2. Historical Leadership theories
 1. Traits theories (1930s).
 2. Behavioral Theories (1940s & 1950s)
 3. Contingency theories (1960s & 1970s).

3. Traits Theories.
 According to great man leadership theories “effective
leaders are born not made”.
 In traits research examined the
physical(height),mental(intelligence),social
(personality),characteristics of individual.
 Ralph stogdill in 1948s concluded that “existing
research had not demonstrated the utility of traits
approach”.

4. Behavioral Theories
 Behavior of effective leaders are different from the
behavior of ineffective leaders.It is more important
than the physical, mental and social traits.

5. Ohio state university
 Task oriented (planning, organizing, coordinating
the work of subordinates).
 Consideration (supportive, recognizing subordinate’s
accomplishments ,welfare).

6. University of Michigan
 . Employee oriented (focus on interpersonal
relationship)
 Production oriented (focus on task and technical
aspects of the job)

7. Leadership management Grid
 developed by Robert Blake and Jane mouton, combine
the “concern for production” with “concern for people”.

8. Five alternative behavior styles
•Impoverished
management (1,1)
•Country club (1,9)
•Task manager (9,1)
•Middle of the road (5,5)
•Team management 9,9)

9. Contingency approach
This theory was introduce in 1960s and 1970s .
1.fiedler’s contingency theory,
2.path goal theory,
3.vroom-yetton-jago decision making theory,
4.situational leadership theory

10. fiddler's contingency theory
 Fiedler explore the idea that there was not just one
ultimate style of leadership for a given situation
but leader can vary their leadership style depend
on the situation that face them.
 Fiedler research shows that task oriented leader
were more effective in highly favorable situation
and person oriented leader are more effective in
moderately situation.

11. path goal theory
 Employee characteristics: These include factors
such as employees’ needs, locus of control, experience,
perceived ability, satisfaction, willingness to leave the
organization, and anxiety.
 Characteristics of work environment: These
include factors such as task structure and team
dynamics that are outside the control of the employee

12. leadership behavior
 directive
 Supportive
 Participative
 achievement oriented leadership

13. Vroom-yetton-jago theory
 Primarily focus on degree of subordinate participation
in different situation.
 Five type of decision making such as A1(strongly
autocratic) ,A11,C1,C11 and G(strongly democratic).

14. Recent development theories
 1.Leader member exchange theory
 2.transformational theories,
 3.substitutes for leadership

15. Leader member exchange theory
 theories emphasize the dyadic(one-on-one)
relationship between leader and subordinates instead
of traits and behavior or situational characteristics.
Managers establish the
 IN-group(close relation with some)
 OUT- group(remaining aloof from others).

16. Transformational leadership
theories
 They focus to explain how leader can accomplish
extraordinary things against the odds, such as turning
around a failing company, founding a successful
company, developing mutual trust , setting goal.

17. Transformational and transactional
theory
 Transactional leadership  Transformational
theory focus on role and leadership theory focus
task requirement and on developing mutual
utilize rewards trust, foresting the
contingent on leadership ability to
performance. others, and setting goals.

18. Substitutes for Leadership
theory
 Characteristics of the task, subordinates, or the
organization that replace the need for a leader.
 Subordinates
 Ability, job related
knowledge, experience, training, independence, professional
orientation
 Task
 Clarity and routine, repetitive tasks , feedback, intrinsic
satisfaction
 Organization
 Formalization, flexibility, support, cohesiveness,rewads