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1. Traditional Theories of Leadership Presented by: Yogesh Kumar Singh 17MBAK-74

2. Leadership is an important element of the directing function of management. Wherever, there is an organized group of people working towards a common goal, some type of leadership becomes essential. “The power of leadership is the power of integrating. Koontz and O’Donnell, Leadership is the ability of a manager to induce subordinates to work with confidence and zeal. Dubin , R.Leadership is the exercise of authority and making of decisions. MEANING AND DEFINITION

3. LEADERSHIP THEORIES BRIEFLY In leadership theory, three studies are considered as seminal and important. In lowa leadership studies, authoritarian, democratic and laissez-faire leadership concepts were proposed and investigated for their effect on aggressive and apathetic behavior on the part of followers. Laissez-faire approach resulted in more aggressive behavior, authoritarian style resulted in more apathetic behavior and democratic style was in between the two.

4. In Ohio leadership studies, a questionaire was used  on air force commanders and members of bomber crews as well as other leaders and the responses were subjected to factor analysis. Two factors emerged out of the analysis and were given the names of consideration and initiating structure.  They became more popular as task orientation and people orientation.

5. In Michigan studies, 12 pairs of high-producing and low-producing sections of an insurance company were studied. The conclusion was that high-producing sections were supervised in a general rather than close supervisory style and supervisors were people centered. In the case of low-producing section, the supervision was more close and task oriented. 

6. Fred Fiedler, presented a rigorous version of contingency theory wherein situation plays a part in leadership process.  Fiedler described the favorableness of a situation using three dimensions.  1. The leader-member relationship – cordial or opposing 2. The degree of task structure at hand – structured or unstructured 3. Leader’s position power – Formal authority of the leader CONTINGENCY THEORY OF LEADERSHIP

7. Fiedler found that when situation is very favorable or unfavorable, authoritarian leadership style delivered better results. When the situation is moderately favorable or unfavorable, human oriented or democratic leadership delivered better results. As in majority of the case, the situation will be in the middle ground, democratic leadership style is the more popular and appropriate style.  

8. According to this theory leaders have to understand the goals of the followers and prescribe a path that promises the fulfillment of goals to the followers.  The theory asserts that leader behavior will be acceptable to followers to the extent that the followers see such behavior as either an immediate source of satisfaction or as instrumental to future satisfaction.  PATH-GOAL LEADERSHIP THEORY

9. Leadership behavior will be motivational and increase the effort of the followers to the extent that (1) it makes satisfaction of follower needs contingent on effective performance of the tasks planned by the leader and (2) it complements the environment of subordinates by providing the coaching, guidance, support, and rewards which are necessary for effective performance and which may otherwise be lacking in subordinates or in their environment. 

10. Situational leadership theory (SLT) focuses on the followers. It says successful leadership is achieved by selecting the right leadership style contingent on the followers’ readines , or the extent to which they are willing and able to accomplish a specific task. A leader should choose one of four behaviors depending on the followers. Situational L eadership Theory

11. If followers are unable and unwilling to do a task, the leader needs to give clear and specific directions; if they are unable and willing , the leader needs to display high task orientation to compensate for followers’ lack of ability and high relationship orientation to get them to “ buy into ” the leader’s desires. If followers are able and unwilling ; the leader needs to use supportive and participative style; if they are both able and willing; the leader doesn’t need to do much.

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