Leadership

Leadership
I. Trait Theories

Leadership Traits:
Ambition and energy
The desire to lead
Honesty and
integrity
Self-confidence
Intelligence
Job-relevant
knowledge
II. Behavioral Theories

Trait theory:
Leaders are born, not made.
Behavioral theory:
Leadership traits can be taught.
1. Ohio State Studies
2. University of Michigan Studies
 3. The Managerial Grid
(Blake and Mouton)
1,9 pattern 9,9 pattern
Country club Team management-
environment the ideal style
(high)
9
Concern for People

8
7
6 5,5 pattern
Middle-of-the-road
5 management
4
3
2
9,1 pattern
1,1 pattern 1 Task management
impoverished
management (low) 1 2 3 4 5 6 7 8 9
(high)
Concern for Production
4. Scandinavian Studies
III. Contingency Theories of Leadership

Contingency theory of leadership assumes

that there is no one best way to lead.
Effective leadership depends on the leaders
and followers characteristics as well as
other factors in the leadership situation.
 CONTINGENCY THEORIES

All Consider the Situation

Fiedlers Contingency Model
Cognitive Resource Theory
Hersey and Blanchards Situational Leadership Model
Path Goal Theory

Assumptions underlying the different models:

Fiedler: Leaders style is fixed
Others: Leaders style can and should be changed
 1. Fiedler Model
Leader: Style is Fixed (Task oriented vs.
Relationship oriented)
Considers Situational Favorableness for Leader
Leader-member relations
Task structure
Position power
Key Assumption
Leader must fit situation; options to accomplish
this:
Select leader to fit situation
Change situation to fit leader
 Fiedlers Model: Defining the
Situation
Leader-Member Relations
The degree of confidence, trust, and respect
subordinates have in their leader.

Task Structure
The degree to which the job assignments are
procedurized.

Position Power
Influence derived from ones formal structural
position in the organization; includes power to hire,
fire, discipline, promote, and give salary increases.
 Fiedlers Leadership Contingency Model

Task-oriented style Relationships-oriented Task-oriented style

considerate style

Favorable leadership Situation intermediate Unfavorable leadership

situation situation
 2. Hersey and Blanchards
Situational Leadership Theory

Leader: decreasing need for support and supervision

3. LeaderMember Exchange Theory
4. The Path-Goal Theory (Robert
House)
Path-Goal Theory - subordinates are motivated by a leader only to the extent
they perceive this individual as helping them to attain valued goals
- effective leadership determined by complex interaction of leader
behaviors, subordinate characteristics, and aspects of the
work environment
Characteristics
of subordinates
Ability
Personality

Leaders behavior

Instrumental
Progress High performance
Supportive toward High satisfaction
Participative goal
Achievement oriented

Aspects of the
work environment
Task structure
formal authority
 Types of Leadership Style
Autocratic:
Leader makes decisions without reference to anyone
else
High degree of dependency on the leader
Can create de-motivation and alienation of staff
May be valuable in some types of business where
decisions need to be made quickly and decisively
 Types of Leadership Style
Democratic:
Encourages decision making
from different perspectives leadership may be
emphasised throughout the organisation
Consultative: process of consultation before decisions
are taken
Persuasive: Leader takes decision and seeks to persuade
others that the decision is correct
 Types of Leadership Style
Democratic:
May help motivation and involvement
Workers feel ownership of the firm and its ideas
Improves the sharing of ideas
and experiences within the business
Can delay decision making
 Types of Leadership Style
Laissez-Faire:
Let it be the leadership responsibilities
are shared by all
Can be very useful in businesses
where creative ideas are important
Can be highly motivational,
as people have control over their working life
Can make coordination and decision making
time-consuming and lacking in overall direction
Relies on good team work
Relies on good interpersonal relations
 Types of Leadership Style
Paternalistic:
Leader acts as a father figure
Paternalistic leader makes decision but may
consult
Believes in the need to support staff
 Leadership Skills
Technical Skills
Human Skills
Conceptual Skills
 Role and activities of leadership
Interpersonal role
Informational role
Communication
Traditional management
Human resource management
Networking
 Effective Supervisory Practices
Devote more time to planning and
supportive functions
Avoid close supervision
Concern for employees
Promote group cohesiveness