All Theories of Leadership

Theories of Leadership: 

Theories of Leadership S.G.ISAVE, Tilak College of Education, Pune-30

Theory explains : 

sgisave@gmail.com 2 Theory explains What is leadership? Which is an effective leadership? How it is measured? Who can be a good leader?

Theories of leadership: 

sgisave@gmail.com 3 Theories of leadership Philosophical Approach theory. The trait theory. Behavioral theory. Contingency / Situational theory.

Philosophical Approach Theory: 

Philosophical Approach Theory

Theory X & Theory Y: 

sgisave@gmail.com 5 Theory X & Theory Y By Douglas McGregor Theory X assumptions about subordinates. Theory Y assumptions about subordinates.

Theory X Assumptions : 

sgisave@gmail.com 6 Theory X Assumptions Shrink their responsibilities. Own interest and safety above all things. No creativity. Don’t like to work. No interest in solving institutions problems. Need to be controlled.

Behavior of Leader (X) : 

sgisave@gmail.com 7 Behavior of Leader (X) Grater control, Discipline, Supervises, Autocratic, Rigid, Task-oriented.

Theory Y Assumptions: 

sgisave@gmail.com 8 Theory Y Assumptions Not lazy by nature. Can be self-directed. Motivated. Creative. Institution first. Conscious about institute’s development.

Behavior of Leader (Y): 

sgisave@gmail.com 9 Behavior of Leader (Y) Caring, Helpful, Supportive, Adjustable, Freedom, Faithful.

2. Trait theory : 

2. Trait theory

2. Trait theory – : 

sgisave@gmail.com 11 2. Trait theory – Based on research before 1960. Ralph, Stogdill, Richard Mann, Bernard.

Certain traits required for leadership: 

sgisave@gmail.com 12 Certain traits required for leadership Intelligence, Decision making, Initiative, Confidence, Appearance, Affection, Knowledge, Balanced

3. Behavioral Theories : 

3. Behavioral Theories

Behavioral Theories: 

sgisave@gmail.com 14 Behavioral Theories 1960s and 1970s Leadership is highly dynamic relationship between leader- members in a specific situation.

Dimensions of Behavior of Leader: 

sgisave@gmail.com 15 Dimensions of Behavior of Leader Bureau of Business Research - 1. Initiating structure 2. Consideration. Parsons & Bales -1. Instrumental 2. Expressive. Stogdill, Coons, Brown – 1. System Oriented 2. Person Oriented. Brown – 1. Control 2. Cathartic Getzels & Guba – 1. Non athletic 2. Ideographic Fiddler - 1. Task Oriented 2. Relation Oriented.

STOGDILL’s six sub-set of behavior of leader– : 

sgisave@gmail.com 16 STOGDILL’s six sub-set of behavior of leader– SYSTEM ORIENTED BEHAVIOR DIMENSION- PRODUCTION INTIATING STRUCTURE. REPRENTATION . ROLE ASSUMPTION. PERSUASIVENESS. SUPERIOR-ORIENTATION.

STOGDILL’s six sub-set of behavior of leader: 

sgisave@gmail.com 17 STOGDILL’s six sub-set of behavior of leader PERSON ORIENTED -- TOLARANCE OF UNCERTAINITY CONSIDERATION. TOLRANCE OF FREEDOM. DEMAND RECONCILIATION. INTEGRATION. PREDICTIVE ACCURACY.

4.Contingency / Situational Theories : 

4.Contingency / Situational Theories

4.Contingency / Situational Theories : 

sgisave@gmail.com 19 4.Contingency / Situational Theories No universal behavior/trait for leadership. More flexible according to the situation. To adapt the demand of situation and need of followers

4.1 FIELDER’S THEORY OF LEADERSHIP: 

4.1 FIELDER’S THEORY OF LEADERSHIP By, Fred Fielder

FIELDER’S Theory of Leadership: 

sgisave@gmail.com 21 FIELDER’S Theory of Leadership Effectiveness of leadership depends on ------- -- Relationship between leader- followers. -- The degree to which the task is structured. -- Power of leader’s position.

Major Features: 

sgisave@gmail.com 22 Major Features Leadership styles – expressed the need to adapt a style according to the situation. Maximum group performance – tried to analyze and identify the style which may maximize the performance of a group. Group-task situation – should adjust the style with the nature of task and nature of subordinates.

4.2.VROOM’S AND YETTON’S NORMATIVE CONTINGENCY THEORY: 

4.2.VROOM’S AND YETTON’S NORMATIVE CONTINGENCY THEORY By, Victor Vroom & Philip Yetton

Normative Contingency Theory: 

sgisave@gmail.com 24 Normative Contingency Theory How a leader should behave in particular situation. First diagnose the situation then adapt appropriate leadership style.

Normative Contingency Theory: 

sgisave@gmail.com 25 Normative Contingency Theory Five Leadership styles 1. Autocratic Process– A-I . Decision on available info. A-II . Collection of required info. then decision. 2. Consultative Process – C-I . One to one sharing C-II . Asking an opinion in meeting to a group. 3. Group Process – G-II . Sharing in meeting; but not forcing his decision and accept the decision of group.

4.3.REDDIN’S 3D THEORY OF LEADERSHIP: 

4.3.REDDIN’S 3D THEORY OF LEADERSHIP By, William J Reddin

REDDIN’S THEORY OF LEADERSHIP: 

sgisave@gmail.com 27 REDDIN’S THEORY OF LEADERSHIP Effective leadership theory is the combination of task oriented and relation orientation. Third is effectiveness. 1. Task Oriented. 2. Relation Oriented . 3. EFFECTIVENESS.

Situational Contingency (to diagnose the situation)): 

sgisave@gmail.com 28 Situational Contingency (to diagnose the situation)) Five Factors -- Psychological climate. The technology used. Relation with superior. Relation with co-workers. Relation with subordinates.

Four Effective Styles of Leadership: 

sgisave@gmail.com 29 Low T- Low R style. ( Bureaucrat) Low T- high R ( Developer) High T -low R ( Autocrat) High T - high R ( Executive) (T- task, R- relationship) None of these is universally effective. It depends on the situation in which it is used. Four Effective Styles of Leadership

Ineffective Styles: 

sgisave@gmail.com 30 Ineffective Styles Compromiser – When TO and RO both are most important but emphasis only one or neither. Missionary – maximum concern to people (RO), minimum to task (TO). It always compromise with task. Try to be popular.

Ineffective Styles: 

sgisave@gmail.com 31 Ineffective Styles 3. Autocrat – maximum concern to task minimum to relation. Never shows confidence on others. 4. Deserter – minimum concern to task and relation. Isolated and careless leaders.

4.4 HERSEY’S AND BLANCHARD’S SITUATIONAL THEORY: 

4.4 HERSEY’S AND BLANCHARD’S SITUATIONAL THEORY “Life Cycle Theory of Leadership”

Maturity Level of members is critical factor in effectiveness of leadership styles.: 

sgisave@gmail.com 33 Maturity Level of members is critical factor in effectiveness of leadership styles.

Maturity : 

sgisave@gmail.com 34 Maturity The skill and willingness to set high but realistic goals. The skills and willingness to take responsibilities for the achievement of their goals.

Dimensions of Effectiveness of Leadership: 

sgisave@gmail.com 35 Dimensions of Effectiveness of Leadership Task Orientation. Relationship Orientation. Maturity of the Group .

Theory asserts that: 

sgisave@gmail.com 36 Theory asserts that The maturity level of the group can be increased over time. Due to that leadership style will be shifted from task oriented to relation oriented.

4.5 .PATH-GOAL THEORY OF LEADERSHIP: 

4.5 .PATH-GOAL THEORY OF LEADERSHIP Emerging Theory.

PATH-GOAL THEORY OF LEADERSHIP: 

sgisave@gmail.com 38 PATH-GOAL THEORY OF LEADERSHIP Effectiveness depends on Leadership’s impact on subordinates and his motivation, ability to perform, satisfaction etc.

Contingency factors: 

sgisave@gmail.com 39 Contingency factors Relation between leader behavior and satisfaction of subordinates depends on Personal characteristics of subordinates i.e. perception about leader’s behavior, task, means, procedures etc. Environment available to subordinates. i.e. task, formal authority of organization, primary work group.

Leadership Styles (not tested.): 

sgisave@gmail.com 40 Leadership Styles (not tested.) Directive – positive correlation with satisfaction and expectations of subordinates who has negative correlation with correlation with satisfaction. Supportive – positive effect on subordinates who work under stressful, frustrating task.

Leadership Styles (not tested.): 

sgisave@gmail.com 41 Leadership Styles (not tested.) 3. Achievement Oriented – Cause subordinates to strive higher standards of performance, to build confidence. 4. Participative - Calling subordinates for their contribution.

THANKS: 

sgisave@gmail.com 42 THANKS