ORGANIZATIONAL

BEHAVIOUR
LEADERSHIP
THEORIES
CONCEPT
 According to Koontz & O'Donnell, “Leadership is the process of
influencing others towards the accomplishment of the goal. It is
the ability of a manager to induce subordinates to work with zeal
& confidence”.

LEADERSHIP STYLES

Autocratic Style Participative Style Laissez-Faire Style

Leader gives orders Decision making power Leader does not lead
which must be obeyed is dispersed among the but leaves the group
by his subordinates group members entirely to itself
BEHAVIOURAL THEORY
 Based on the premise that success in leadership depends more on
what the leader does than on his traits.

BEHAVIOURAL THEORIES

LIKERT SYSTEM
MICHIGAN
OF MANAGEMENT
UNIVERSITY
BLAKE & LEADERSHIP STUDIES
MOUTON CONTINUUM
MANAGERIAL
GRID OHIO STATE
STUDIES
 LIKERT SYSTEM OF MANAGEMENT

 Founded by Rensis Likert in 1961.

 Categorized leadership into four styles:

EXPLOITATIVE BENEVOLENT CONSULTATIVE PARTICIPATIVE

AUTHORITATIVE AUTHORITATIVE

Manager receives Manager gives

Attempts to Take all the inputs from direction but
exploit decisions for the subordinates but decisions are
subordinates subordinates makes the final made by
decision majority
 BLAKE & MOUTON MANAGERIAL GRID

 Created by R.R.Blake & Jane S. Mouton of USA.

 Used two phrases:

CONCERN FOR CONCERN FOR

PRODUCTION PEOPLE

Superior's attitude towards Degree of personal

the factors of production commitment towards goal
such as products, achievement
procedures, processes etc
MANAGERIAL
GRID
 LEADERSHIP CONTINUUM

 Founded by Tannebaum & Schmidt.

 Shows the relationship between the levels of freedom that a manager

chooses to give to a team & level of authority used by the manager.

OHIO STATE STUDIES

 Identified two leadership behaviours:

INITIATING STRUCTURE CONSIDERATION

Indicates role of a leader & Indicates friendship, respect &

his subordinates mutual trust a leader can show to
be friendly & approachable.
 OHIO STATE
STUDIES

MICHIGAN UNIVERSITY STUDIES

 Identified two dimensions of leadership behaviour:

EMPLOYEE ORIENTED JOB ORIENTED

(Leaders took a personal interest (Leaders emphasized the

in the needs of their subordinates technical or task aspects of the
& accepted individual differences job)
among them)
PARTICIPATIVE LEADERSHIP THEORY
 Employers invite employees to take a part in organizational decision
making.
 PARTICIPATIVE LEADERSHIP

COLLECTIVE DEMOCRATIC AUTOCRATIC CONSENSUS

Decisions are Encourages Possible Leader gives up

taken by the participation of all solutions are control &
group & members but the brainstormed responsibility ,
responsibility for final decision is collectively but leaving it
these decisions taken by the final decision entirely on the
are also entirely leader responsibility is group
on the group still on the
leader
 SITUATIONAL LEADERSHIP THEORY
 A leader becomes a leader due to the various situational factors &
interaction between leader & group members.

SITUATIONAL LEADERSHIP THEORIES

FIELDER'S PATH GOAL LIFE CYCLE VROOM-

CONTINGENCY THEORY THEORY YETTON-
MODEL JAGO MODEL
 FIELDER'S CONTINGENCY MODEL

 Fielder contends that group performance is contingent upon the three

organizational variables:

LEADER-MEMBER TASK STRUCTURE POSITION POWER

RELATIONS

Degree of confidence, Extent to which task Power provided by

trust & respect of the requirements are the organizational
followers for the clearly defined structure
leaders
 PATH GOAL THEORY

 Proposed by R. J. House.
 Leader should motivate his subordinates for attaining the work goal by
clarifying the path so that they can get personal rewards.
 A leader can adopt the following styles:

SUPPORTIVE DIRECTIVE PARTICIPATIVE ACHIEVEMENT

ORIENTED
Leader is Leader sets Leaders invites
friendly & standard, their Leader sets high
approachable clarifies goal & subordinates for & challenging
provides means suggestions & goals & expects
of achieving considers their a very high level
them ideas performance
 LIFE CYCLE THEORY
 A life cycle of four phases:

Subordinates no longer need direction or

DELEGATING support, they can perform their
responsibility

Managers provides participative support

PARTICIPATING
to boost their employee's confidence

Managers gives direction in an effort to

SELLING get subordinates to buy into the desired
performance level
Managers instructs subordinates about
TELLING
their tasks & working environment
 VROOM-YETTON-JAGO MODEL
 Developed by Victor Vroom & Philip Yetton & later expanded by Vroom
& Jago.

 Assumes that no one decision making process is best for all situations.

 Extent of subordinate participation in the decision making process

depends on the problem attributes.

 Goals of the model are:

1. To protect the quality of the decision.
2. To ensure that the decision is accepted by subordinates.
TRANSFORMATIONAL LEADERSHIP THEORY
 Transformational leaders are the ones who try to transform
individuals to extract their potential & develop them to become better
leaders.

 They pay more attention to the developmental needs of individual

followers by inspiring & motivating them.

 For e.g., Kumar Mangalam Birla of Aditya Birla Group, Azim

Premji,of Wipro, Ratan Tata of the Tata Group.
 Presented by:
Diksha Kumari
Course - Master of Business Administration

Semester - First

Session - 2018-20