Leadership Theories and History of theories and Leadership Style.

1. Leadership Theories
&
Styles
QASIM SAJJAD

2. Leader
A leader is "a person who influences a group of people
towards the achievement of a goal".

3. Goal

4. Types of Leadership
Instructional Leadership
Transformational Leadership
Moral Leadership
Participative Leadership
Contingencies Leadership
Managerial Leadership

5. Instructional Leadership
Focuses on the behavior of the teacher as they engage in activities
directly affecting the growth of the students
Transformational Leadership
Focuses on the commitment and capacities of organizational members

6. Moral Leadership
Focuses on the ethics and values of leadership.
Participative Leadership
Focuses on the decision making process of the group

7. Contingencies Leadership
Focuses on leader respond to the unique organizational
circumstances or problems that they face
Managerial Leadership
Focuses on the functions, tasks, or behaviors of the
leader

8. Qualities of a Leader
Stogdill (1948) five traits and skills of a leader.
Capacity
◦ Intelligence
◦ Alertness
◦ Verbal Facility
◦ Originality
◦ Judgment

9. Achievement
◦ Scholarship
◦ Knowledge
◦ Athletic Accomplishment
Responsibility
◦ Dependability
◦ Initiative
◦ Persistence
◦ Aggressiveness
◦ Self Confidence
◦ Desire to Excel

10. Participation
◦ Activity
◦ Sociability
◦ Cooperation
◦ Adaptability
◦ Humor
Status
◦ Socioeconomic position
◦ Popularity

11. Big Five Dimensions of Personality
Traits
Surgency
◦ Degree to which individual is socialable, gregarious, assertive, and leaderlike.
Agreeableness
◦ Degree to which individual is sympathetic, cooperative, good natured and
warm.

12. Conscientiousness
◦ Differentiate individuals who are hardworking, perserving, organized and
responsible.
Emotional Stability
◦ Extend to which individual is calm, steady, cool and self-confident.
Intelligence
◦ Extend to which an individual is imaginative, cultured, broad minded and curious.

13. Theory, Pattern and Style
Theory
A set of statements or principles devised to explain a
group of facts or phenomena, especially one that has
been repeatedly tested or is widely accepted and can be
used to make predictions about natural phenomena.
Pattern
A consistent, characteristic form, style, or method.
Style
Characteristics or elements combined and expressed in a
particular (often unique) and consistent manner.

14. Leadership Theories
Great Man Theory
Trait Theory
Behavioral Theory
Contingency Theory

15. Great Man Theory
Author: Popularized by Thomas Carlyle
Classification: Great Man Theory
Year: 1840's
Pro's
1. Starting point for the understanding of which human traits make
great leaders
Con's
1. Leadership is a restricted community
2. No scientific validity

16. Trait Theory of Leadership
Leaders possess certain key personality traits which identify them as
natural leaders.
Assumptions
◦ Leaders are born, not made
◦ Some traits are particularly suited to leadership
◦ People who make good leaders have the right combination of traits

17. Trait theory emerged from the Great Man theory of
leadership.
Trait theorists began to compile lists of favorable and
unfavorable traits in the 1920s and in the 1930s.
Three questions that guided trait theory research prior to
World War II:
1) Which are the common traits underlying all great
leaders?
2) Can we predict people’s leadership potential on the
basis of these appropriate traits?
3) Can people learn to become effective leaders?

18. Stogdill’s List of Traits and Skills
Leadership Traits:
Adaptable to situations
Alert to social environment
Ambitious and achievement-orientated
Assertive
Cooperative
Decisive
Dependable
Dominant (desire to influence others)
Energetic (high activity level)
Persistent
Self-confident
Tolerant of stress
Willing to assume responsibility

19. Leadership Skills:
Clever (intelligent)
Conceptually skilled
Creative
Diplomatic and tactful
Fluent in speaking
Knowledgeable about group task
Organized (administrative ability)
Persuasive
Socially skilled

20. Traits Identified by Past Reviews
Mann (1959)
Adjustment, extroversion, dominance, masculinity,
conservatism
Bass (1990)
Adjustment, adaptability, aggressiveness, alertness,
ascendance, dominance, emotional balance, control,
independence, nonconformity, originality, creativity,
integrity, self-confidence

21. Kirkpatrick & Locke (1991)
Drive (achievement, ambition, energy, tenacity, initiative), honesty/integrity,
self-confidence (emotional stability)
Yukl & Van Fleet (1992)
Emotional maturity, integrity, self-confidence, high energy level, stress
tolerance
Hogan et al (1994)
Extraversion, agreeableness, conscientiousness, emotional stability

22. Northouse (1997)
Self-confidence, determination, integrity, sociability
Yukl (1998)
Energy level and stress tolerance, self-confidence,
internal locus of control, emotional maturity, personal
integrity, socialized power motivation, achievement
orientation, low need of affiliation
Daft (1999)
Alertness, originality, creativity, personal integrity, self-
confidence

23. Criticism of the Trait Approach
Variation of traits
Only 5% of similar traits were found in 100 studies.
Relativity
Fails to clarify the relative importance of various traits.
Universalism
Traits depend upon situation and are not universal.
Cultural Factors
Effective leadership in the USA may not be effective in
Japan.

24. Summary of Trait Theory
Trait theory assumes leaders are “born”, not made.
Trait theory began with the Great Man theory.
Researchers identified certain leadership traits.
Critics claimed that situation was a greater factor in leadership than traits.
Trait theory is beginning to reemerge with the “Big 5” and scientific research

25. Behavioral theories
Behaviors can be learned, so it followed that individuals trained in
appropriate leadership behaviors would be able to lead more
effectively.
Theories that isolate behavior that differentiate effective leaders from
ineffective leaders.
(Robbins & DeCenzo, 2001)

26. Objective of research studies
To locate the behavioral characteristics of leaders that were related to
performance effectiveness.

27. University of lowa studies
One of the first studies of leadership behavior (conducted by Kurt Lewin
and his associates at the university of lowa) explored three leadership
styles.
Autocratic style
Democratic style
Laissez-faire style

28. Autocratic style
The term used to describe a leader who centralizes authority, dictates
work methods, makes unilateral decisions, and limits employee
participation.

29. Democratic style
The term used to describe a leader who involves employees in decision
making, delegates authority, encourages participation in deciding work
methods and goals, and uses feedback to coach employees.

30. Laissez-faire style
The term used to describe a leader who gives employees complete
freedom to make decisions and to decide on work methods.

31. conclusion
Democratic style of leadership was most effective as it contributed to
both good quantity and high quality of work, although later studies
showed mixed results.

32. The Ohio State Studies
The Ohio State Studies identified two important dimensions of leader
behavior.
1. Initiating structure
the extent to which a leader defines and structures his or her role and
the roles of employees to attain goals.

33. 2. consideration
the extent to which a leader considerate followers’ trust, respect, ideas and
feelings.
results shown that high-high leader (high in consideration and high in initiative
structure) achieved high performance and satisfaction, but not in all situations.

34. University of Michigan studies
The Michigan group came up with two dimensions of leadership
behavior:
Employ oriented
emphasized interpersonal relationships, taking care of employees’
needs and accept individual differences.

35. Production oriented
emphasized technical or task aspects of job, is concerned mainly with
accomplishing tasks by group members.
The conclusions favored employee-oriented leaders associated with high
group productivity and higher job satisfaction.

36. The Managerial Grid
The managerial grid is a two-dimensional view of leadership style
developed by Robert Blake and Jane Mouton.
Concern for people: measured leader’s concern for subordinates.
Concern for production: measured leader’s concern for getting job
done.

37. Conclusion
Leaders performed best with high concern for production and high
concern for people.
The grid does not answer the question of what makes an effective
leader but offers only a framework for conceptualizing leadership style.

38. Weaknesses
Researches found very little success in identifying consistent
relationships between patterns of leadership behavior and successful
performance.
A consideration of the situational factors that influence success or
failure, was missing. General statements could not be made due to
varied range of circumstances.

39. Weaknesses
Researches found very little success in identifying consistent
relationships between patterns of leadership behavior and successful
performance.
A consideration of the situational factors that influence success or
failure, was missing. General statements could not be made due to
varied range of circumstances.

40. Conclusion
Important attempts were made to explain leadership in terms of
behavior but researchers could not clarify the situational factors, they
began exploring at situational influences later.

41. Path Goal Theory
A leader's behavior is contingent to the satisfaction, motivation and
performance of his subordinates.(House, 1971)
Emphasizes the relationship between
◦ the leaders style
◦ the characteristics of the subordinates
◦ the work setting

42. Background of the theory
This theory was generated by Robert House in 1971. The main idea of
this theory is based on the combination of situational theory and
Vroom’s expectancy theory of motivation.

43. Vroom’s expectancy theory
(Victor Vroom, 1964)
Theory tries to explain how leaders encourage and support their
followers in achieving the goals.
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.

44. Situational/contingency theory
(Fred Fiedler1960s)
Theory tries to explain what leadership style is best suited to the
situational factors it deals with.
Situational Factors
The theory considers two situational factors that the leader has to
confront: the subordinate and environment.

45. Subordinate
Situational characteristics of the subordinate
includes:
Authoritarianism employees want to be told
Locus of control
◦ External locus of control
◦ Internal locus of control
Ability employees’ ability to perform tasks

46. Environment
This situational variable includes the
following:
Task structure: how repetitive the job is.
Formal authority: the power position of
the leader.
Work group: how the coworkers contribute
to job satisfaction, or the relationship
among them.

47. Leadership Styles
House and Mitchell (1974) describe four styles of leadership
◦ Directive
◦ Supportive
◦ Participative
◦ Achievement-Oriented

48. Directive leadership style
A directive leader instructs the
subordinates and gives them clear and
specifics instructions to perform their
tasks, the timeline for job, and the
standard by which the job is measured.

49. Supportive leadership style
The leader is friendly towards
subordinates and displays personal
concern for their needs, welfare, and
well-being.

50. Participative leadership style
The leader believes in group decision-
making and shares information with
subordinates.

51. Goal-oriented leadership style
The leader sets challenging goals and
encourages employees to reach their
peak performance.

54. Work Facilitation
leader must facilitate the work where
the technology to complete a task is new
or unknown, the task is unclear and
there are other perceived uncertainties

55. Interaction Facilitation
leader must facilities interactions where
team members do not get along well and
there are frequent arguments, or when
the team’s task depends upon other
groups.

56. Group Decision
When a team or group is assigned the
leader needs a group decision process
that allows the group to participate in
searching for a solution; this increases
the acceptance of the decisions.

57. Networking
leaders establish good intra-group
relations when a team or group requires
resources, information or technology
from another unit.

58. Value based leadership
When a leader adopts the approach of
servant leadership, cherishes the values
of subordinates, their aspirations and
creates a vision for better future of the
followers.

59. Strengths
Useful theoretical framework
Integrates motivation and leadership style
Practical model

60. Criticism
Confusing (complex, incorporates so many aspects)
Partial support (from research)
Fail to adequately explain relationship (between motivation and
leadership)
Treats leadership as one-way event

61. Leadership Styles
Authoritarian or autocratic
Participative or democratic
Delegative or Free Reign

62. AUTHORITATIVE LEADERSHIP STYLE
Famous Autocratic Leaders
◦ Adolf Hitler
◦ Joseph Stalin
◦ Saddam Hussein
◦ Moamar Quddaf
◦ Bil Gates
◦ Jhon F. Kenndy

63. Leadership style is the manner and approach of
providing direction, implementing plans, and motivating
people.
Leaders vary in their styles. A leader is not strictly one
or another style. Most leaders use all three styles; one
style, however, becomes the dominate one.
Positive Leaders use rewards (independence, education)
to motivate employees.
Negative Leaders use penalties with employees. These
leaders act domineering and superior with people.
Negative penalties include: days off without pay,
reprimanding in front of others, assigning unpleasant
job tasks.

64. The Authoritative Leadership Style was described by
Daniel Goleman in 2002 as one of his six leadership
styles. The authoritative leader is seen as an expert in
the company and is able to clearly identify the goals
that will lead the organization to success.
Even though the authoritative leader is the one that
identifies goals of the organization, they allow the
followers to figure out the best way to accomplish these
goals.
The authoritative leadership style is best used in
situations where the company or followers seem to be
drifting aimlessly. For example, it is effective when a
group or organization has been isolated and overall
strategy and fit within a larger organization is no longer
clear to the followers.

65. Autocratic◦ Authoritarian
◦ use of work-centered behavior designed to ensure task accomplishment.
◦ Tells employees what they want to do and how to do it (without getting the advice
from others).
◦ Works well if you don’t have much time to accomplish goals or if employees are well
motivated.
◦ Generally, this style is not a good way to get the best performance from a team.

67. ADVANTAGES
Some one takes control of situations, directing others
and ensuring things get done. Leadership is sometimes
necessary especially if people need a leader.
Autocratic leadership works positively during
emergency and stressful situations. When such
situations arise in a company or organization, most
people are confused and are not able to reach a
common solution. During such times, having an
autocratic leader would be great as he would take the
reins in his hand and would direct the workers or
employees to move forward

68. DISADVANTAGES
It is not democratic, therefore this style does not always get the
maximum potential from people, some of whom do not relate well to
directions, take instructions or like being managed in any way.

69. Autocratic leadership style promotes a one sided conversation and due to this
the creative and leadership skills of the employees become restrictive. As the
leader would have all the authority, there is a chance that he would exploit his
employees. There have been cases where an authoritative employer has fired
employees because they showed the courage of disagreeing with him. It is also
said that having an autocratic leader hinders workplace communication and
socialization

70. Participatory/ Democratic
Leadership Style
What is Democracy?
Democracy is the means by which
individuals are able to determine
what they may ultimately expect in
the way of freedom without impinging
upon the rights of others.

71. Participatory leadership style involves the leader including one or
more employees in the decision making process (determining what to
do and how to do it). However, the leader maintains the final
decision making authority.
Participatory style focuses on ‘let us
do it’ rather than ‘I want you to do...’

72. The members of group can be
subordinates, peers, superiors and
other stakeholders.

73. Assumptions
Involvement in decision-making improves the
understanding of the issues involved by those who
must carry out the decisions.
People are more committed to actions where they
have involved in the relevant decision-making.
People are less competitive and more collaborative
when they are working on joint goals.
When people make decisions together, the social
commitment to one another is greater and thus
increases their commitment to the decision.
Several people deciding together make better
decisions than one person.

74. Role of Leader in Participatory
Style
The main role of the leader is
facilitating and communicating-
decision making is shared.
Allows every one to be part of
team – every one feels that they
have participated and
contributed.

75. Role of Leader in Participatory
Style
Encourage participation, delegates
wisely, values group discussion.
Loose supervising.
Leader maintains the final decision
making authority.

76. When to use Participatory
Style
It can be used when you have part of the information, and your
employees have other parts.
It can be effectively used, when 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.
Want to encourage team building and participation.

77. Forces that Influence the Style
How much time is available?
Are relationships based on respect and trust or on
disrespect?
Who has the information — you, your employees, or
both?
How well your employees are trained and how well
you know the task?
Internal conflicts.
Stress level.
Type of task. Is it structured, unstructured,
complicated, or simple?

78. Level of Participation
Consultative:
CI - Leader shares problem with followers individually - gets
their ideas and suggests without bringing group together.
Leader then makes decision.
CII - Leader shares problem with the group then makes the
decision.
The level of participation may also depend on the type of
decision being made e.g.
Decisions on how to implement goals may be highly
participative, whilst decisions during subordinate
performance evaluations are more likely to be taken by the
manager.

79. Characteristics of Particiopatory
Leadership
Some of the primary characteristics of participatory leadership style
include:
Group members are encouraged to share ideas and opinions, even
though the leader retains the final say over decisions.
Members of the group feel more engaged in the process.
Creativity is encouraged and rewarded.

80. Benefits of Democratic Leadership
Diversity of ideas.
More creative solutions to problems.
Group members are more committed to projects, and care about the
end results.
Leads to higher productivity among group members.

81. Downsides of Democratic Leadership
Democratic leadership has been described as the
most effective leadership style, it does have some
potential downsides.
In situations where roles are unclear or time is of the
essence, democratic leadership can lead to
communication failures and incompleted projects.
Group members may not have the necessary
knowledge or expertise to make quality
contributions to the decision-making process.
It is also important to have plenty of time to allow
people to contribute, develop a plan and then vote on
the best course of action.

82. A Research on Leadership
Style
A study done by White and Lippitt investigated the
effects of three leadership styles on workers. Their
research yielded the following results.
Productivity
Discontent
Satisfaction
Absenteeism
Dependency

83. Early / Classical Leadership/ Classical
Theories
Trait Theories (1920s-30s)
◦ Research focused on identifying personal characteristics that differentiated leaders
from non-leaders was unsuccessful.
◦ Later research on the leadership process identified seven traits associated with
successful leadership:
◦ Drive, the desire to lead, honesty and integrity, self-confidence, intelligence, job-relevant knowledge, and
extraversion.

84. Behavioral Theories
◦ University of Iowa Studies (Kurt Lewin)
◦ Identified three leadership styles:
◦ Autocratic style: centralized authority, low participation
◦ Democratic style: involvement, high participation, feedback
◦ Laissez faire style: hands-off management
◦ Research findings: mixed results
◦ No specific style was consistently better for producing better performance
◦ Employees were more satisfied under a democratic leader than an autocratic leader