Leadership Theory - An Introduction.pptx

A concise class note on leadership theories for the graduates and post-graduate students. It was prepared for MPH course

1. Leadership Theories Brig Gen Dr Zulfiquer Ahmed Amin MBBS (DMC), MPH (HM), M Phil (HCHM), Fellow (AIIMS, Delhi), PGD (Health Economics)

2. Leadership is a concept as old as human civilization itself. Throughout history, leaders have played pivotal roles in shaping societies, organizations, and even nations. However, the understanding of leadership and the theories surrounding it have evolved significantly over time. A leadership theory describes how and why certain individuals become leaders . The focus is on the characteristics and behaviors that people can adopt to enhance their leadership ability. Ronald Reagan summed it up brilliantly when he said, “ The greatest leader is not one who does greatest things. He is the one that gets the people to do greatest things .”

3. This approach stipulates that leaders are born with the required characteristics and qualities . This statement denotes that not every person can guide and motivate others because it is an inborn skill . Thus, this view of leadership is similar to that of Ancient Greeks and Romans, who believed that their rulers were God’s messengers . Examples are popular historical figures such as Julius Caesar, Alexander the Great, Abraham Lincoln, Napoleon Bonaparte, Prophet Muhammad (PBUH) etc. The theory was popularized by Thomas Carlyle, and Sigmund Freud.

4. It is Carlyle’s opinion, that leader is: “Find in any country the Ablest Man that exists there; raise him to the supreme place, and loyally reverence him….The Ablest Man; he means also the truest-hearted, justest , the Noblest Man : what he tells us to do must be precisely the wisest, fittest , that we could anywhere, anyhow learn;–the thing which it will in all ways behoove us, with right loyal thankfulness and nothing doubting, to do.”

5. ( বিশ্বস্ত ; অনুগত ) ( বশ্যতাস্বীকার )

6. This hypothesis asserts that a leader has certain innate human characteristics , such as: Glamour Decisive Wisdom Daring Assertiveness Appeal Bodily height, weight Appearance Charisma Disposition (I nherent qualities of mind and character) Persuasiveness

7. T rait theories (1930s–1940s) The Great Man theory evolved into the trait theories. Trait theory does not stipulate that leadership is an inborn quality , but it mentions that a leader should have a specific set of skills and characteristics . In other words, traits of successful leaders can be either inherited or acquired through training and practice . Typical components of this approach include self-confidence, intelligence, sociability , and others. If a person masters these abilities , they will obviously become a successful leader. The trait theory of leadership focused on analyzing mental, physical and social characteristic . The right combination of characteristics make an effective leader. Gordon Allport , an American psychologist was the proponent of this theory. In psychology, trait theory is an approach to the study of human personality .

8. *Efficient and organized **Negative emotions

9. Behavioral theory (1940s–1950s) Behavioral theories are offering a new perspective, one that focuses on the behaviors of the leaders as opposed to their mental, physical or social characteristics . Behavioral theory evolved from trait theories and asserts that leaders are largely made , rather than born and that particular behaviors can be learnt to ensure effective leadership. But it largely ignores the situation and environment of the leader. The behavioral theories first divided leaders in two categories. Those that were concerned with the tasks and those concerned with the people .

10. C ontingent and situational theories (1960s) It was later recognized that the environment plays a significant role in the leader-follower dynamic and this belief dominated the situational era . As the name suggests, the situational era is focused on leadership in particular situations , rather than on the traits or behaviors of leaders. The Contingency Leadership theory, also known as Fiedler's Contingency M odel , was developed by psychologist Fred Fiedler in the 1960s. It implies that every leadership style should be based on certain situations , which signifies that there are certain people who perform at the maximum level in certain places ; but at minimal performance when taken out of their element .

11. The Contingency Leadership theory argues that the best style of leadership is changed with the different variables with respect to the environment . According to leadership experts, “Effective leadership is about striking the right balance between needs, context and behavior .” Great leaders focus on the needs of the followers , analyze the situation and tweak their behavior accordingly .

12. Maturity Levels M aturity level of the individuals or group are determined by the level of knowledge, competence, willingness, commitments . Hersey and Blanchard's theory identifies four different levels of maturity: M1 : Group members lack the knowledge, skills , and willingness to complete the task. M2 : Group members are willing and enthusiastic , but lack the ability . M3 : Group members have the skills and capability to complete the task, but are unwilling to take responsibility. M4 : Group members are highly skilled and willing to complete the task .

13. Hersey and Blanchard suggested that there are four primary leadership styles : Telling (S1) : In this leadership style, the leader tells people what to do and how to do it . Selling (S2) : This style involves more back-and-forth between leaders and followers. Leaders "sell" their ideas and message to get group members to buy into the process. Participating (S3 ) : In this approach, the leader offers less direction and allows members of the group to take a more active role in coming up with ideas and making decisions. Delegating (S4 ) : This style is characterized by a less involved, hands-off approach to leadership. Group members tend to make most of the decisions and take most of the responsibility for what happens.

14. Matching Leadership and Maturity Leadership styles should be matched with maturity levels of the followers , as follows: Low Maturity (M1)—Telling (S1) Medium Maturity (M2)—Selling (S2) Medium Maturity (M3)—Participating (S3) High Maturity (M4)—Delegating (S4)

15. T ransactional, transformational theories (1990s) In a world that has become more complex and challenging , a need emerged for leadership theories that support circumstances of rapid change , disruptive technological innovation and increasing globalization . The concepts of transformational leadership were brought to prominence by political sociologist James MacGregor Burns, in the late 1970s. Burns identified two types of leadership: - Transactional -Transformational

16. Transactional Leadership Transactional theories, also known as exchange theories of leadership, are characterized by a transaction made between the leader and the followers . Transactional leaders motivate their team members through rewards, recognition, and punishments based on performance. Managers who practice transactional leadership keep an eye on their staff, making sure they are rewarded for reaching milestones and disciplined when they fall short .

17. Transformational leadership Transformational leadership theory emphasizes the leader's ability to inspire and motivate their followers to exceed their own self-interests for the greater good of the organization, through their inspirational nature and charismatic personalities . Rules and regulations are flexible, guided by group norms. These attributes provide a sense of belonging for the followers as they can easily identify with the leader and its purpose. Leaders develop a vision for their team members and motivate them to realize it.

18. Managerial Grid theory (1960s) The central concept of the theory is that an individual's leadership style can be identified and assessed based on their concerns for production (i.e., task, objective, outcomes) and their concerns for people (i.e., relationships, employee well-being). Most effective leadership is one that balances concerns for people and production . Suppose , Mr Rahman, a manager always treats everyone equally, rewards the best performers and is genuinely concerned about his team’s well-being . But when there are urgent project deadlines, he ensures that the team is completely dedicated to what needs to be done. He effectively manages their milestones, asks for weekly updates and has them work on weekends, if needed . Mr Rahman’s leadership style changes according to the need of the hour . This sort of flexible leadership behavior is seen in the Managerial Grid Theory.

19. There are two dimensions in this model.  Concern for People (Y-Axis): This dimension reflects the leader’s level of consideration for team members’ well-being, needs, and satisfaction . Leaders high on this dimension prioritize creating positive relationships , open communication, and a supportive work environment . Concern for Production or Results (X-Axis): This dimension measures the leader’s emphasis on achieving organizational goals , task completion, and performance. Leaders high on this dimension focus on efficiency, productivity, and goal attainment .

20. It identifies five types of leadership based on this focus: Impoverished Management   This style represents a low concern for both people and production . Leaders with this style tend to be indifferent and detached, resulting in minimal effort invested in both employee well-being and task accomplishment. Country Club Management  Leaders with this style prioritize creating a harmonious and friendly work environment, placing high concern on people but low concern on production . While employee satisfaction may be high, task performance might suffer .

21. Produce or Perish (Authority-Compliance Management)    In this style, leaders focus heavily on achieving production goals while neglecting the needs and morale of their team members. The emphasis is on task accomplishment at the expense of employee well-being. Middle-of-the-Road Management  This balanced style aims to maintain a moderate level of concern for both people and production. Leaders seek a compromise between achieving goals and maintaining positive relationships. Team Management  This ideal leadership style maximizes both concern for people and concern for production . Leaders with this style strive to create a collaborative, supportive environment where team members’ needs and organizational goals are addressed effectively .

22. Servant Leadership Theory The Servant Leadership theory was initially proposed by Robert K. Greenleaf in 1970. Greenleaf suggested that true leadership naturally emerges from those who are first and foremost servants . Unlike traditional leadership theories that place the leader at the top, the Servant Leadership model puts the leader in service to others . Servant Leadership is based on the leader's desire to help others achieve their full potential . Servant leadership theory proposes that leaders should prioritize the needs of their followers above their own self-interest .

23. Authentic Leadership theory The Authentic Leadership theory was introduced in the late 2000s in response to a growing demand for more transparent, genuine, and accountable leaders . Authentic leaders are described as being aware of their values, emotions, and motivations , and as having a high degree of congruence between their values and actions . They are also known for their openness and transparency in their relationships with their subordinates. Authentic leaders build trust and inspire followers through their transparency and ethical behavior .