Unit-2 Theories of leadership.ppt.... Unit 2

Leadership theories ....................................

1. Leadership

2. What is leadership?
Leading people
Influencing people
Commanding people
Guiding people

3. Types of Leaders
•Leader by the position achieved
•Leader by personality, charisma
•Leader by moral example
•Leader by power held
•Intellectual leader
•Leader because of ability to accomplish things

4. Managers vs. Leaders
Managers
•Focus on things
•Do things right
•Plan
•Organize
•Direct
•Control
•Follows the rules
Leaders
•Focus on people
•Do the right things
•Inspire
•Influence
•Motivate
•Build
•Shape entities

5. Common Activities
•Planning
•Organizing
•Directing
•Controlling

6. Planning
Manager
•Planning
•Budgeting
•Sets targets
•Establishes
detailed steps
•Allocates resources
Leader
•Devises strategy
•Sets direction
•Creates vision

7. Organizing
Manager
•Creates structure
•Job descriptions
•Staffing
•Hierarchy
•Delegates
•Training
Leader
•Gets people on board for
strategy
•Communication
•Networks

8. Directing Work
Manager
•Solves problems
•Negotiates
•Brings to consensus
Leader
•Empowers
people
•Cheerleader

9. Controlling
Manager
•Implements control
systems
• Performance
measures
•Identifies variances
•Fixes variances
Leader
• Motivate
•Inspire
•Gives sense of
accomplishment

10. Leadership Traits
•Intelligence
•More intelligent than
non-leaders
•Scholarship
•Knowledge
•Being able to get
things done
•Physical
•Doesn’t see to be
correlated
•Personality
•Verbal facility
•Honesty
•Initiative
•Aggressive
•Self-confident
•Ambitious
•Originality
•Sociability
•Adaptability

11. Leadership Styles
•Delegating
•Low relationship/ low
task
•Responsibility
•Willing employees
•Participating
•High relationship/ low
task
•Facilitate decisions
•Able but unwilling
•Selling
•High task/high
relationship
•Explain decisions
•Willing but unable
•Telling
•High Task/Low
relationship
•Provide instruction
•Closely supervise

12. New Leaders Take Note
•General Advice
•Take advantage of
the transition period
•Get advice and
counsel
•Show empathy to
predecessor
•Learn leadership
•Challenges
•Need knowledge
quickly
•Establish new
relationships
•Expectations
•Personal
equilibrium

13. New Leader Traps
•Not learning
quickly
•Isolation
•Know-it-all
•Keeping existing
team
•Taking on too
much
•Captured by wrong
people
•Successor syndrome

14. Leadership Theories

15. Path –Goal
Theory

16. Path-Goal Theory
•Path-Goal Theory was developed by Martin Evans and Robert House in
1970-71, taking inputs from the concept of initiating structure and
consideration of the Ohio State Studies and the Expectancy Theory of
Motivation.
•Path Goal theory is about how leaders motivate subordinates to
accomplish designated goals
•The stated goal of leadership is to enhance employee performance and
employee satisfaction by focusing on employee motivation
•Emphasizes the relationship between the leader’s style and characteristics
of the subordinates and the work setting
•The leader must use a style that best meets the subordinates motivational
needs.

17. Path-Goal Theory
Premise
• Leader must help followers attain
goals and reduce roadblocks to
success
• Leaders must change behaviors
to fit the situation (environmental
contingencies and subordinate
contingencies)

18. Path-Goal Theory

19. Path-Goal Theory
Leadership Behaviors
•Directive leadership – leader gives instructions,
expectations, time lines, and performance standards-teach
•Supportive Leadership- leader is friendly and
approachable, attends to the well being of subordinates,
and treats everyone as equals
•Participative Leadership- leader invites subordinates to
give ideas, share opinions and integrates their suggestions
into the decision making process
•Achievement-Oriented Leadership- leader challenges
subordinates to perform at the highest level possible.
Leader has high standards of excellence and seeks
continuous improvement.

20. Path-Goal Theory
Subordinate Characteristics
•Need for affiliation- prefer supportive leadership
•Preferences for structure – prefer directive leadership
•Desires of control- prefer participative leadership
•Self-perceived level of task ability- prefer achievement
orientated leadership

22. Path-Goal Theory
Pros
•Helps understand how leader behavior effects subordinates
satisfaction and work performance
•Deals directly with motivation – one of the only theories to
address this
•Provides a very practical model – make a clear path and
follow it

23. Path-Goal Theory
Cons
•This is a very complex theory that incorporates many aspects of
leadership
•Research only partially supports the theory
•Fails to explain adequately the relationship between leader
behavior and subordinate motivation
•Treats leadership as a one way street, places a majority of the
responsibility on the leader

24. Transactional Theory of Leadership
•The transactional theory of leadership was first discussed by Max Weber in
1947 and was later developed by Bernard M Bass in 1981. There are several
assumptions that underlie the transactional theory, which are as follows:
•People perform their best when the chain of command is definite and clear.
• Workers are motivated by rewards and punishments.
• Obeying the instructions and commands of the leader is the primary goal of
the followers.
• Subordinates need to be carefully monitored to ensure that expectations are
met.

25. The characteristic features by transactional
leaders are as follows:
I. Contingent Reward: The leader links the goals of the organization to rewards and
clearly specifies and expectations , provides the needed resources and set SMART
(specific, measurable, attainable, realistic, and timely) goals for the subordinates;
II. Management by Exception (Active): The leader actively monitors the performance
of the subordinates, watches and searches for deviations from rules and standards, and
take corrective actions to prevent mistakes;
III. Management by Exception (Passive): In terms of passive management, a leader
intervenes only if standards are not met and even use punishments for poor
performances; and
IV. Laissez-Faire: In this for, the leader gives an environment to subordinates, where they
can take decisions. In this form, the leader himself abdicates from responsibilities and
avoids making decisions, due to which the followers lack the direction.

26. This kind of leadership may not be suitable for all occasions and be
suitable, where organizational problems are quite simple and clearly
defined.
The transactional leaders tend to be highly directive and action oriented and
their relationship with the followers tends to be transitory and not based on
emotional bonds. In taking this style of leadership, gender differences exist.

27. TRANSFORMATIONAL THEORY OF
LEADERSHIP
•Transformational leadership is also equated to an extent with the charismatic
leadership. In order to bring transformation in the followers or employees‘
interest and reshape their capacity, one critical component that has been
considered essential is the charisma of the leader.
•In this form of leadership, a leader inspires her/his followers to transcend their
own self-interests for the betterment of the organization.
• Transformational leaders pay attention to the developmental needs and
concerns of the followers, and inspire followers to give a new outlook for the
old problems and thus motivate the followers towards achievement of the
goals of the organization, by giving them new perspective.
•According to Bass and Riggio, there are four dimensions to the
transformational theory of leadership, viz. Idealized Influence (II),
Inspirational Motivation (IM), Intellectual Stimulation (IS) and Individualized
Consideration (IC), which are as follows:

28. I. Idealized Influence (II): In this form of leadership, the leaders act as role models for
their subordinates and they exhibit high morals and ethical standards. They further
provide the vision and sense of mission, instill pride amidst the followers and gains
respect and trust;
II. Inspirational Motivation (IM): In this dimension of leadership, leaders inspire their
subordinates in various ways and give meaning to their work and bring new challenges
and enthusiasm. The leader expresses the organizational purposes in simple terms to
the followers and has high expectations on the followers;
III. Intellectual Stimulation (IS): In this form, the leaders stimulate the intellectual
ability of their followers. That is, through new approaches, the leaders try to stimulate
the way of thinking of their subordinates and thus, raise the creativity in them and
promote intelligence, rationality and problem solving skills.
IV. Individualized Consideration (IC): The leaders, under this dimension, pay more
attention to the individual needs of development of the subordinates so as to achieve
success (Kuchynkova, 2013).

29. I. Idealized Influence (II): In this form of leadership, the leaders act as role models for
their subordinates and they exhibit high morals and ethical standards. They further provide
the vision and sense of mission, instill pride amidst the followers and gains respect and
trust;
II. Inspirational Motivation (IM): In this dimension of leadership, leaders inspire their
subordinates in various ways and give meaning to their work and bring new challenges and
enthusiasm. The leader expresses the organizational purposes in simple terms to the
followers and has high expectations on the followers;
III. Intellectual Stimulation (IS): In this form, the leaders stimulate the intellectual
ability of their followers. That is, through new approaches, the leaders try to stimulate the
way of thinking of their subordinates and thus, raise the creativity in them and promote
intelligence, rationality and problem solving skills.
IV. Individualized Consideration (IC): The leaders, under this dimension, pay more
attention to the individual needs of development of the subordinates so as to achieve
success (Kuchynkova, 2013).