CRITICAL ANALYSIS:

Leadership Theories Analysis and Application

Submitted By:

RAMOS, IRAMAE C.

ERCE, REYNALDO R.

CORTES, MARY JOY

DIAZ, ABBIE JEAN

BACAL, MILDRED

FRANCISCO, JOANA MAE

2023

INTRODUCTION

Leadership theories are the explanations of how and why certain people become leaders. They focus
on the traits and behaviors that people can adopt to increase their leadership capabilities. Some of
the top traits that leaders say are vital to good leadership include: Strong ethics and high moral
standards.
These are the leadership theories;

THE BLAKE- MOUTON

The Blake-Mouton Grid, also known as the Managerial Grid Model, is a framework used to determine a
leader’s behavioral style, identifying their concern for people versus their concern for task production.

Based on these two leadership types, management theorists Robert Blake and Jane Mouton identified five
management styles: Impoverished Management, Produce-or-Perish Management, Middle-of-the-Road
Management, Country Club Management, and Team Management.

Impoverished Management is the least desirable style, and Team Management is the most desirable.
Applying the Blake Mouton model can help you to reach the goal position of Team Manager.

Leadership thinking has evolved since Blake and Mouton’s ideas. Nowadays, Transformational
Leadership is considered the optimal style. However, the tool is still useful for improving your
management skills.

PATH GOAL THEORY

Path-goal theory aims to optimize team satisfaction, motivation and performance. Leaders help their team
achieve this by defining clear goals, providing support, and removing obstacles on the path to that goal.

Four different leadership styles are identified in the theory, which leaders should tailor to the specific
circumstances and team characteristics. These are directive, supportive, participative and
achievement-orientated leadership.

Practical ways in which the theory can be applied include setting SMART goals, personalizing support to
individuals, communicating transparently, and a clear system of recognition and reward.

By adopting the key principles of the path-goal theory, and adapting their leadership style to the situation
at hand, managers and leaders can effectively boost team motivation and optimize performance.

THE GREAT MAN THEORY

The Great Man Theory of Leadership espouses that great leaders are born, not made. These individuals
come into the world possessing certain characteristics and traits not found in all people. These abilities
enable them to lead while shaping the very pages of history. Under great man theory, prominent leaders
throughout the course of history were born to lead and deserved to do so as a result of their natural
abilities and talents.

The Great Man Theory of Leadership centers on two main assumptions:

Great leaders are born possessing certain traits that enable them to rise and lead.

Great leaders can arise when the need for them is great.

Those who support the great man theory say leaders are born with the attributes necessary to set them
apart from those around them and that these traits enable them to assume roles of authority and power.
Great leaders are heroes, according to this theory, that accomplish great feats against the odds on behalf of
followers. The Great Man Theory of Leadership essentially implies that those in power deserve to lead
because of the traits they’ve been endowed with.

TRAIT THEORY

The trait theory of leadership is an overarching assumption about the personality factors and qualities that
make a person a good leader.

Personality traits reflect people’s characteristic patterns of thoughts, feelings, and behaviors. Trait theory
in psychology rests on the idea that people differ from one another based on the strength and intensity of
basic trait dimensions. There are three criteria that characterize personality traits: (1) consistency, (2)
stability, and (3) individual differences.

Individuals must be somewhat consistent across situations in their behaviors related to the trait. For
example, if they are talkative at home, they tend also to be talkative at work.

LMX THEORY

The Leader-Member Exchange Theory first emerged in the 1970s. It focuses on the relationship that
develops between managers and members of their teams. The theory states that all relationships between
managers and subordinates go through three stages. These are:

1. Role Taking
 Role-taking occurs when team members first join the group. Managers use this time to assess new
members’ skills and abilities.

2. Role Making

New team members then begin to work on projects and tasks as part of the team. In this stage,
managers generally expect that new team members will work hard, be loyal and prove
trustworthy as they get used to their new role.

3. Routinization

During this last phase, routines between team members and their managers are established.
In-Group team members work hard to maintain the good opinion of their managers, by showing
trust, respect, empathy, patience, and persistence.
THEORY EXPLORATION

The Blake-Mouton Grid theory

Is a leadership model that assesses leadership styles based on two fundamental principles: concern for
people (relationships) and concern for production (task orientation). Here are the main principles and
concepts of the Blake-Mouton Grid theory:

Concern for People

This represents a leader’s emphasis on building positive relationships, supporting and developing team
members, and attending to their well-being.

Concern for Production

This reflects a leader’s focus on achieving high levels of productivity, efficiency, and task
accomplishment.

Grid Dimensions

The grid is created by plotting concern for people on the vertical axis and concern for production on the
horizontal axis, forming a matrix of leadership styles.

Five Leadership Styles

The Blake-Mouton Grid identifies five primary leadership styles within this matrix:
Country Club Management - High concern for people, low concern for production.

Impoverished Management - Low concern for both people and production.

Produce or Perish - High concern for production, low concern for people.

Middle of the Road Management - concern for both people and production.

Team Management - High concern for both people and production.

Ideal Leadership Style

The “Team Management” style is considered the ideal leadership style, where leaders balance the needs
of their team members with the requirements of the task to achieve high productivity and positive
relationships.

Self-Assessment and Development

The grid is used for self-assessment by leaders to understand their predominant leadership style and
identify areas for improvement. It encourages leaders to develop a more balanced approach to achieve
better results.

Situational Leadership

The Blake-Mouton Grid recognizes that leadership styles may need to adapt to the specific demands of
different situations, and the ideal style can vary based on the context.

The Blake-Mouton Grid theory provides a framework for understanding and improving leadership by
emphasizing the importance of balancing concern for people and production to achieve both high team
morale and excellent results.

The Blake-Mouton Grid, also known as the Managerial Grid, is a leadership model that assesses
leadership styles based on two dimensions: concern for people and concern for production. Like
any theory, it has strengths and weaknesses:
STRENGTHS:

Simple and Practical:

The grid provides a straightforward and easy-to-understand framework for assessing leadership styles,
making it accessible to a wide audience.

Emphasizes Balance:

It emphasizes the importance of balancing concern for people and concern for production, promoting
well-rounded leadership approaches.

Self-Reflective Tool:

It serves as a valuable self-assessment tool for leaders to identify their predominant style and areas for
improvement.

Versatility:

The model can be applied in various contexts, from business to education, helping leaders tailor their
approach to different situations and team dynamics.

WEAKNESSES:

Simplistic:

The Blake-Mouton Grid’s simplicity can be seen as a weakness because it oversimplifies the complexity
of leadership. Real leadership is influenced by many more factors beyond the two dimensions in the grid.

Trait Ignorance:

The model doesn’t account for the influence of individual traits, skills, and abilities in leadership,
focusing solely on leadership style.

Situational Complexity:

It doesn’t sufficiently address the role of situational factors that can impact leadership effectiveness.
Effective leadership often requires adjusting one’s style to fit the situation.
Limited Empirical Support:

The model lacks strong empirical support, and its effectiveness in predicting leadership success has been
questioned.

Inflexible Categories:

The five leadership styles presented by the grid are somewhat rigid, which may not accurately capture the
nuances of leadership behavior.

Overemphasis on Team Management:

While the Team Management style is considered ideal, it may not always be the best approach in every
situation. There are contexts where other styles, like directive or achievement-oriented leadership, might
be more effective.

**Example on how to apply it in real life**

The Blake-Mouton Grid theory is a versatile tool for assessing and improving leadership styles in various
contexts, including business, education, healthcare, nonprofits, and personal life. It helps leaders balance
task and relationship orientation, ensure efficient patient care, and maintain positive relationships.

The Path-Goal Theory

Is a leadership theory developed by Robert House in the 1970s. It is based on the idea that a leader’s
primary job is to help followers reach their goals and achieve the organizational objectives. Here are the
main principles and concepts of the Path-Goal Theory:

Leadership Styles:

The theory identifies four primary leadership styles that leaders can adopt to assist their followers in
reaching their goals:

Directive Leadership:

Leaders provide clear instructions, set specific goals, and closely supervise their followers. This style is
effective in situations where tasks are complex or ambiguous.
Supportive Leadership:

Leaders show care and concern for their followers’ well-being, creating a positive work environment.
This style is effective when tasks are stressful or uninteresting.

Participative Leadership:

Leaders involve followers in decision-making, seeking their input and opinions. This style is useful when
followers have relevant knowledge and expertise.

Achievement-Oriented Leadership:

Leaders set challenging goals and have high expectations for their followers. This style is effective when
followers are capable and need to be motivated.

Path-Goal Clarification:

Leaders should clarify the path to achieve goals by providing guidance, removing obstacles, and ensuring
that followers understand how to reach their objectives.

Behavior Modification:

Leaders should modify their behavior to match the needs and characteristics of their followers and the
demands of the situation. This may involve adapting their leadership style as necessary.

Contingency Factors:

The theory acknowledges that various situational factors, such as task structure, follower characteristics,
and environmental conditions, can impact which leadership style is most effective in a given situation.

Goal Achievement:

The ultimate goal of leadership is to facilitate the achievement of followers’ goals, which, in turn, leads to
the attainment of organizational goals.

Motivation:

The Path-Goal Theory is rooted in the idea that leaders should motivate their followers by making the
path to goal achievement clear and by providing support and guidance.
Flexibility:

Effective leaders should be flexible and adaptable, choosing the leadership style that best suits the
circumstances and the needs of their followers.

The Path-Goal Theory provides a framework for understanding how leaders can support and motivate
their followers to reach their goals and, in doing so, contribute to the organization’s success. It emphasizes
the dynamic and situational nature of leadership, encouraging leaders to adjust their approach as needed.

The Path-Goal Theory of leadership, developed by Robert House, offers insights into how leaders
can support and motivate their followers to reach their goals. Like any theory, it has its strengths
and weaknesses:

STRENGTHS:

Emphasizes Flexibility:

The theory recognizes that effective leadership often requires adapting to various situational factors,
which highlights the importance of leader flexibility.

Goal-Centered:

It places a strong emphasis on helping followers achieve their goals, which can lead to increased
motivation and satisfaction among team members.

Applicability:

The theory can be applied to a wide range of leadership situations and contexts, making it versatile for
various organizations and industries.

Practical Guidance:

Path-Goal Theory provides practical guidance for leaders to choose appropriate leadership behaviors
based on the needs of their followers and the demands of the situation.

Research Support:
Several empirical studies have supported the concepts and principles of the Path-Goal Theory, providing
evidence of its relevance.

WEAKNESSES:

Complexity:

The theory’s focus on various leadership styles and situational factors can be complex, which may make it
challenging to implement in practice.

Not a Comprehensive Theory:

Path-Goal Theory doesn’t provide a comprehensive framework for all aspects of leadership. It primarily
addresses the leader’s role in motivating and supporting followers to achieve their goals.

Leader-Centric:

While the theory acknowledges situational factors, it still largely centers on the leader’s behaviors and
actions, potentially overlooking the influence of follower characteristics.

Limited Prescription:

The theory doesn’t offer a clear prescription for how leaders should navigate the various situational
factors, leaving room for interpretation and ambiguity in some cases.

Overemphasis on External Factors:

The theory’s focus on the leader’s role in clearing paths for followers may overlook the impact of internal
motivations and individual initiative.

Cultural Variability:

The theory may not fully account for cultural variations in leadership expectations and practices, as
leadership effectiveness can vary across different cultures.

**Example on how to apply it in real life**

Employees who are highly driven, at ease working autonomously, and possess good problem-solving
abilities respond well to this leadership style. When a sales manager assigns a team a large number of
sales to make in a single day, that is an illustration of this method in action.

The Great Man Theory, Also known as the Trait Theory of leadership, is an early and somewhat
outdated concept that suggests that leaders are born, not made. The theory proposes that great
leaders possess inherent, unchangeable qualities or traits that make them exceptional. Here are the
main principles and concepts of the Great Man Theory:

Leadership as Inherent:

The theory assumes that leadership is an innate quality found in certain individuals from birth. It implies
that not everyone can become a great leader, as it is a rare and inherent trait.

Heroic Leadership:

The Great Man Theory often portrays leaders as heroic figures who emerge during critical moments in
history, such as war or significant social change.

Unchangeable Traits:

The theory identifies specific traits, such as intelligence, charisma, courage, and decisiveness, as inherent
qualities that distinguish great leaders. These traits are seen as stable and unchangeable.

Exemplary Figures:

The theory historically focused on studying leaders from the past, often including political and military
leaders, to identify common traits that contributed to their greatness.

Limitations:

The Great Man Theory has been criticized for oversimplifying leadership, ignoring the role of situational
factors, and neglecting the idea that leadership can be developed and learned over time.

Lack of Empirical Evidence:

The theory lacks strong empirical support and has largely fallen out of favor in modern leadership
research.

Contemporary leadership theories, such as transformational leadership, situational leadership, and servant
leadership, emphasize that leadership is a complex interplay of various factors, including individual traits,
behaviors, and situational context. These theories have largely replaced the Great Man Theory in
leadership studies by recognizing the potential for leadership development and the importance of adapting
leadership styles to different situations.

Strengths:

This theory started the scholarship of which traits and characteristics build great leaders.

Weaknesses:

This theory lacks scientific validity and only considers men in power. And, as 19th century-sociologist
Herbert Spencer argued, great leaders may be shaped by their society, not the other way around.

**Example of how to apply in real life**

Some people are born with qualities that naturally make them good leaders, and these qualities also allow
them to lead while influencing the very pages of history.

Trait Theory:

Trait theory in psychology focuses on identifying and understanding individual differences in

personality. Here are the main principles and concepts of trait theory:

1. Traits: Traits are enduring, stable characteristics that describe an individual’s typical patterns of
behavior, emotion, and thought. Traits are consistent across various situations and over time.
 2. Trait Dimensions: Traits can be organized into dimensions or factors that represent related sets
of traits. The Big Five personality traits (Openness, Conscientiousness, Extraversion,
Agreeableness, and Neuroticism) are a well-known set of dimensions.

3. Trait Measurement: Trait theory emphasizes the assessment and measurement of personality
traits. Questionnaires, self-report inventories, and observational methods are used to measure an
individual’s trait profile.

4. Continuum: Traits are typically seen as existing on a continuum, where individuals fall
somewhere along the spectrum for each trait. For example, someone can be highly extroverted,
moderately extroverted, or introverted.

5. Consistency: Trait theory posits that personality traits lead to consistent patterns of behavior,
allowing for predictions of how individuals are likely to respond in various situations.

6. Stability: Traits are generally considered to be stable over time, although some limited changes
or development can occur, particularly during early adulthood.

7. Trait Hierarchies: Traits are often organized within a hierarchical structure, with broad
dimensions encompassing more specific traits. For instance, the Big Five dimensions encompass
a range of more specific personality traits.

8. Heritability: Some traits have a genetic basis, and trait theory explores the extent to which
personality traits are influenced by genetic factors.

9. Cross-Cultural Applicability: Trait theory has been examined in various cultures to determine if
the same traits and dimensions apply universally or if there are cultural variations in personality.

10. Predictive Power: Trait theory is used to predict and explain various aspects of behavior, such as
job performance, interpersonal relationships, and responses to stress.

Trait theory is a valuable approach for understanding and assessing personality differences, but it’s one of
several theories in psychology used to explore human personality. Other perspectives, like
psychodynamic, humanistic, and social-cognitive theories, provide different ways of understanding
personality.
Strengths:

This approach is intuitive and understandable. It also has over a century of supporting research.

Weaknesses:

The trait list can be endless, unclear and subjective. This approach fails to take situations and followers
into account, and it’s not useful for training purposes. Also, the characteristics attributed to leaders
throughout time have been masculine, leading to a biased list of traits that make up a leader

**Example on how to apply in real life**

If they are talkative at home, they are likely to be talkative at work, according to our abilities to measure
these features.

The Leader-Member Exchange (LMX) Theory, also known as the Vertical Dyad Linkage Theory, is
a leadership theory that focuses on the relationships between leaders and their individual followers.
It was developed by George Graen and Fred Dansereau in the 1970s. Here are the main principles
and concepts of the LMX Theory:

1. Dyadic Relationships: LMX Theory emphasizes that leadership is not a one-size-fits-all concept.
Instead, it views leadership as a series of individualized relationships between leaders and each of
their followers. These are referred to as “dyads.”

2. In-Groups and Out-Groups: In the LMX Theory, followers are categorized into two groups –
the in-group and the out-group. The in-group consists of followers who have high-quality
relationships with their leaders, while the out-group comprises those with lower-quality
relationships.

3. High-Quality LMX Relationships: High-quality LMX relationships are characterized by trust,

mutual respect, open communication, and collaboration. Followers in the in-group often receive
more support, feedback, and opportunities for growth from their leaders.
 4. Low-Quality LMX Relationships: Low-quality LMX relationships involve less trust, limited
communication, and a focus on task-related interactions. Followers in the out-group may
experience less support and fewer developmental opportunities.

5. Role-Making Process: LMX Theory highlights that leaders and followers engage in a
role-making process, where they negotiate and shape the expectations, responsibilities, and
contributions of each party. This process can lead to the development of high-quality
relationships.

6. Leadership Differentiation: The theory acknowledges that leaders may have different
relationships with various followers based on their individual characteristics, skills, and needs.

7. Implications for Performance and Satisfaction: LMX Theory suggests that followers in the
in-group tend to perform better, be more satisfied with their work, and have greater commitment
to the organization than those in the out-group.

8. Development Opportunities: Leaders can influence LMX quality by providing guidance,

support, and mentoring to their followers. In turn, followers can work to build trust and
demonstrate their competence to enhance their LMX relationships.

LMX Theory underscores the importance of recognizing the unique and dynamic nature of
leader-follower relationships and how these relationships can impact performance, job satisfaction, and
organizational outcomes. It encourages leaders to be mindful of their interactions with individual
followers and to work towards building high-quality LMX relationships to enhance overall effectiveness
and employee engagement.

Strengths: This approach is intuitive and well-researched.

Weaknesses: It does not take individual team member desires into account

**Example of how to apply in real life**

A leader may put himself first, rather than their team or employees, by abusing their position of authority.
A leader who experiences problems with insecure attachment is an illustration of this. His staff notices
that individuals who speak out against his abuse of authority or who put his needs above those of the
company join the out-group.

CONCLUSION

Leadership is a multidimensional subject, and a variety of variables influence why certain people

Are good leaders. Leadership theories are the studies and opinions of experts, professors, and

Researchers that identify the characteristics of a great leader.

Different schools of thought have different ideas about how to become an extraordinary leader.

Some views contend that you must be born with certain characteristics, while others argue that

You should shape your identity to fit the situation, and yet others emphasize effective action.

However, there are several characteristics that all excellent leaders have. Analyzing the key

Lessons from these theories might assist you in better understanding them and evolving as a

Leader.

Theories of social work can be drawn from a variety of disciplines, including criminology, law,

Education, politics, sociology, and psychology. Individual disciplines attempt to explain human

Behavior within their own fields of study. However, regardless of the initial field, it is critical that

You, as a social worker, discover the proper theory, or a mix thereof, to explain a certain behavior.

The social learning theory is one idea that may be useful for some of your clients.

Theory is constantly revised as new knowledge is discovered through research. Three stages of

Theory development in any new science.

1. Speculative – attempts to explain what is happening.

2. Descriptive – gathers descriptive data to describe what is really happening.

3. Constructive – revises old theories and develops new ones based on continuing research.
Theory provides concepts to name what we observe and to explain relationships between

Concepts. Theory is to justify reimbursement to get funding and support – need to explain what is Being
done and demonstrate that it works – theory and research That body of knowledge grows

With theory and research. Theory guides research. The theory also helps us understand what we

Don`t know and, therefore, is the only guide to research. (Moore, 1991: Development of theories Theory
is constantly revised as new knowledge is discovered through Research. Three stages of theory
development in any new science 1)

Speculative – attempts to Explain what is happening.

Constructive – revises old theories and develops new ones based on continuing research. The

Theories of leadership are the studies and views of experts, scholars, and researchers that describe The
aspects that make a great leader. Some theories suggest that you need to have inborn traits, Some advocate
you to shape your persona as per the situation, while others emphasize on Effective behavior. Analyzing
the takeaways from these theories can help you understand them And evolve as a leader. These eight
primary concepts, their advantages, disadvantages, and illustrations.

1. Great Man Theory of Leadership: Leaders are born, not made. The great man theory is one of The
earliest ways to look at leadership. Thomas Carlyle, who is associated with much of the work On
this theory, said, For example, people like Mahatma Gandhi, Abraham Lincoln, Joseph Stalin Did
not receive leadership training. For instance, people like Mahatma Gandhi, who were not Trained
in leadership but became great leaders, had leadership styles that were an extension of Their
personal experiences and life story.

2. Trait Theory of Leadership: Measure your leadership potential The basis of Trait theory is the
Premise that `leaders are born not made. ` It is an extension of the Great Man theory of
Leadership. The theory states that the comparison of your leadership characteristics to the list of
The traits of many successful and unsuccessful leaders can be used to predict your leadership
Effectiveness. You can use the traits mentioned in this theory as a yardstick to assess your ability
As a leader. Critics of this theory suggest that the list describing the leadership traits of successful
Leaders is very long – more than a hundred different traits.

3). Can you think of real-life examples where this theory could be applied effectively? However, To
ensure that you, as a social worker, are able to explain a particular behavior it is important you Find the
appropriate theory, or a combination thereof, regardless of the original discipline. One Theory that may
prove helpful for some of your clients is the social learning theory. While social Learning theory comes
from psychology, its tenets are very much applicable to the study of social Work. This introduction to
social learning theory addresses its foundation, elements, strengths and Weaknesses, along with its
application in social work. What is Social Learning Theory? Social Learning theory suggests that social
behavior is learned by observing and imitating the behavior of Others. Psychologist Albert Bandura
developed the social learning theory.

External Link: open in new as an alternative to the earlier work of fellow psychologist B. The social
Learning theory External link: open in new has four mediational processes that help determine Whether a
new behavior is acquired: The Blake-Mouton Grid theory is a leadership model that Assesses leadership
styles based on two fundamental principles: concern for people (relationships) And concern for
production (task orientation). Here are the main principles and concepts of the Blake-Mouton Grid theory:
The Blake-Mouton Grid theory is a leadership model that evaluates leadership styles based on Two
fundamental principles: concern for people and task orientation. The Blake-Mouton Grid is a leadership
style matrix that identifies five primary styles: Country Club Management, Impoverished Management,
Product or Perish, Middle-of-the-Road Management, and Team Management. Each style has a different
focus on people and production, With the Y-Axis focusing on building positive relationships and the
X-Axis on achieving high Productivity. That body of knowledge grows with theory and research. Theory
guides research. The theory also Helps us understand what we don`t know and, therefore, is the only
guide to research. (Moore, 1991:Development of theories Theory is constantly revised as new knowledge
is discovered through Research. Three stages of theory development in any new science 1)

Speculative – attempts to Explain what is happening.

Constructive – revises old theories and develops new ones based on continuing research.

Theories of leadership are the studies and views of experts, scholars, and researchers that describe The
aspects that make a great leader. Some theories suggest that you need to have inborn traits, Some
advocate you to shape your persona as per the situation, while others emphasize on Effective behavior.
Analyzing the takeaways from these theories can help you understand them And evolve as a leader. If
you want to develop your leadership abilities, you probably have less of an attraction for beliefs That
contend that leaders are created, not born. Even some proponents of the great man theories Would
counter that developing innate abilities is necessary before you can reap their full rewards. The first
step in creating an approach to leadership that feels real and works for the team and organization
we’re in is understanding leadership theories. The observable behaviors we as Leaders choose to
inspire our teams to take action in support of our vision are known as our Leadership styles. Having an
understanding of the different approaches can help leaders be more Effective through comprehending
how and why they do what they do, as well as helping them Identify where and when they need to adapt
their style.

REFERENCES:

BOOK, WIKIPEDIA, GOOGLE