V Traits

theory
V Behavioral theory
Lewin Studies
Ohio State Studies
Michigan Studies
V Contingency Theory
V Style leadership
V 2sthere a set of characteristics
that determine a good leader?
Personality?
Dominance and personal presence?
Self confidence?
Achievement?
Ability to formulate a clear vision?
Traits Theories of
Leadership
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V 2mplythat leaders can be trained ² focus on
the way of doing things.
V LEW2 STUD2ES:Conducted by Kurt Lewin.
2dentified three basic styles: autocratic,
democratic and laissez faire.

Ô Trait theory:
V
 
  

 
Ô |ehavioral theory:
V
  



 



V a   The study suggested that there
were two important underlying dimensions of leader
behaviors:
2nitiating Structure: The extent to which a leader is
likely to define and structure his or her role and those
of sub-ordinates in the search for goal attainment.
u
The extent to which a leader is likely
to have job relationships characterized by mutual
trust, respect for subordinate·s ideas, and regard for
their feelings.
V  : two types of leadership were
identified:
˜  a
   
Emphasizing
interpersonal relations; taking a personal interest in
the needs of employees and accepting individual
differences among members.
R
a
   
One who emphasizes
technical or task aspects of the job.
V — 

The leader's ability to lead is contingent upon various situational factors,
including the leader's preferred style, the capabilities and behaviors of
followers and also various other situational factors.
Vi 

Contingency theories are a class of behavioral theory that contend that:
u there is no one best way of leading,

u a leadership style that is effective in some situations may not be

successful in others.
V i
u Contingency theory is similar to situational theory in that there is an
assumption of no simple one right way. The main difference is that
situational theory tends to focus more on the behaviors that the leader
should adopt, given situational factors (often about follower behavior),
whereas contingency theory takes a broader view that includes
contingent factors about leader capability and other variables within
the situation.
½. Fiedler·s model of leadership situation
2. Situational leadership- Hershey & Blanchard
3. Path- Goal Theory- House
4. ormative leadership model- Vroom
V Effective groups depend upon a proper match
between a leader's style of interacting with
subordinates and the degree to which the situation
gives control and influence to the leader
V LPC measures task- or relationship-oriented
leadership style ( measures the rating given by
leaders about the person with whom they could
m
m

Least Preferred Co-Worker (LPC)

Questionnaire
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V Examples of items in the LPC scale are
pleasant/unpleasant, friendly/unfriendly,
helpful/frustrating, distant/close, boring/ interesting etc.
V Each item is given a single ranking of between one &
eight points, with eight points indicating the most
favorable rating.
V The LPC score is the sum of the numerical ratings on all
the items for the least preferred co-worker.
V The leader with a high LPC score derived more
satisfaction from interpersonal relationships.
V After the individual's basic leadership
style has been assessed through the LPC,
it is necessary to match the leader with
the situation
V
    

 -the degree of
confidence, trust, and respect subordinates have
on their leader



 -the degree to which task
assignments are procedurized.
R
  -influence derived from one's
formal structural position in the organization.
V [eadiness( [) is divided into a continuum of four
levels:
[½:

 -refers to followers
who are both à 
à m m lack
commitment and motivation.
[2: 
 

 refers to
followers who are à àm who lack
ability but are motivated to make an effort.
[3: 
 

 refers to
followers who are àà m  who have
the ability to perform but are unwilling to apply
their ability.
[4:

  refers to followers
who are both 
m who have the
ability and commitment to perform.
V DELEGAT2 G: share ideas and facilitate in making
decisions.
V PA[T2C2PAT2 G: emphasizes a high amount of two-way
communication and supportive behavior but low
amounts of guidance.
V SELL2 G: emphasizes high amounts of both directive
(task) and relationship behaviors.
V TELL2 G: emphasizes high amounts of guidance (task
behavior) but limited supportive behavior.
V APPL2CAT2O TO WO[KPLACE
Key to using situational leadership is that any leader
behavior may be more or less effective according to the
readiness of the person the leader is attempting to
influence.

The model draws attention to the importance of

developing the ability, confidence and commitment of
subordinates.
Path-Goal Theory


 



 





 













 
 


 

 







V—

The individual·s motivation is dependent upon expectations
that increased effort to achieve an improved level of
performance will be successful,
and expectations that improved performance will be
instrumental in obtaining positive rewards and obtaining
negative outcomes.
The performance of subordinates is affected by the extent
to which the manager satisfies their expectations.
V House identifies four main types of leadership behavior:
i˜u  ˜˜—i˜R:
Letting subordinates
know exactly what is
expected of them and giving
specific directions
!RRa  ˜˜—i˜R
Friendly and approachable
manner and displaying concern
for the needs and welfare of subordinates.
R— uR—  ˜˜—i˜R
Consulting with subordinates and
the evaluation of their opinions
and suggestions before the manager
makes the decision.
—u˜ ˜˜  a˜ ˜i
˜—i˜Rsetting Challenging
goals for Subordinates, seeking
2mprovement in their performance a
Showing confidence in subordinate·s
ability.
Leader-Participation Model (Vroom and Yetton)
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V 2n the  
  , one conceives of
leadership not as a person but rather as a set of behaviors that
help a group perform their task or reach their goal. The model
says that the leadership function meets needs in areas:
Task
Team
2ndividuals
V 2nvitational Leadership:
2mproving the atmosphere and message sent
out by the organisation
Focus on reducing negative messages
sent out through the everyday actions of the
business both externally and, crucially,
internally
[eview internal processes to reduce these
Build relationships and sense of belonging and
identity with the organisation ²
that gets communicated to customers, etc.
V Transactional Theories:
Focus on the management
of the organisation
Focus on procedures and efficiency
Focus on working to rules
and contracts
Managing current issues
and problems
V TASK FU CT2O S involve:
Achieving the objectives of the work group.
Defining group tasks
Planning the work
Allocation of resources
Organization of duties & responsibilities
Controlling quality & checking performance
[eviewing progress
V TEAM FU CT2O S involve:
Maintaining morale & building team spirit
Cohesiveness of the group as a working unit
Setting standards & maintaining discipline
Systems of communication within the group
Training the group
Appointment of sub-leaders
V 2 D2V2DUAL FU CT2O S involve:
Meeting the needs of individual members of the group
Attending to personal problems
Giving praise and status
[econciling conflicts between group needs & needs of the individual
Training the individual