Professional Documents
Culture Documents
DEFINITIONS OF LEADERSHIP
Trait Theories
Physical Traits
Communication Skills
Personality
Social Skills
Intelligence
Sense of Responsibility
Maturity
Initiativeness
Self-motivation
Creativity
Enthusiasm, spirit
Dominance
Practicability
Self-Confidence
Emotional Stability
Ambition
Empathy
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Unclear evidence of the cause and effect of relationship of leadership and traits.
There is no guarantee that a person holding the above mentioned traits will
succeed.
The Ohio State Studies sought to identify independent dimensions of leader behavior
Initiating structure
Consideration
The University of Michigan Studies sought to identify the behavioral characteristics of leaders related to
performance effectiveness
Employee oriented
Production oriented
Scandinavian Studies: Ohio State and Michigan Studies are more relevant to developed
countries. However demand of new leadership theory in the perspective of Growing or
Progressing economies arisen in 1990s.
Research studies conducted in Finland and Sweden concluded that a Leader must
exhibit development oriented behaviour in emerging economies.
Considers the new third dimension of Developent Orientation along with task and
employee orientation.
Contingency Theories
& situational Theories of Leadership
Contingency Theories
Fiedler Model
Path-Goal Theory
Fielder Model
Fielder Model: The theory that 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.
There are 3 stages: 1) Identifying leadership style, 2) Types of situations, 3) Evaluation.
1) Leadership Styles:
a) Task Structured or Hard nosed: Under this style, the leader gives more importance to the tasks to be
completed.
B) Human Relations or Lenient: Under this style, the leader gives more importance to the relationships
followers.
2) Types of Situations:
a) Highly favorable situation: Situation can be said as highly favorable when leader-member relation is
good, task is highly structured, and the leader has a strong power position.
b) Highly Unfavorable Situation: Situation can be said as highly unfavorable when leader-member
relation is poor, task is lowly structured, and the leader has weak power position.
3. Moderately favourable and Moderately Unfavourable Situation: Situation can be said as moderately
favourable and moderately unfavourable if when variables show mixed position, for example, relation
is good, power position is strong, but task is not structured.
Evaluation: The major breakthrough of this theory from others is its evaluation. It states that
leadership effectiveness depends on proper match or fit approach between leadership style and
type of situation.
Readiness is the extent to which people have the ability and willingness to accomplish a
specific task
A paternal model:
As the child matures, the adult releases more and more control over the situation
As the workers become more ready, the leader becomes more laissez-faire
Leadership Styles: Hersey and Blanchard identified two major leadership dimensions. A) Task , b)
Relationship. Each can be high or low, and, then, combining them, they developed four styles.
The most effective style depends on the followers ability and motivation
1.
2.
3.
4.
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There are various styles of leadership. They fall between two extremes- very strict and very free.
We can interpret them as boss centred and subordinate centred as expressed by Tannenbaum and
Schmidt in their classic leadership continuum.
Generally the extreme ends neither boss centered nor subordinate centered are completely
successful. Thus it must be a mixture and the situation depends on three aspects:
1. Characteristics of manager: Including his values, perceptions, feeling of security, and confidence of
subordinates.
2. Characteristics of subordinates,including need for independence, a sense of responsibility, ability to
understand situations and take decisions, interest in problem, and so on.
3. Characteristics of situation, including type of organisation, structure, policies, group effectiveness,
etc.
Has also been called the Managerial Grid(1957). Blake and Mouton have used phase
concern for to indicate degree of emphasis on people or production.
1. Concern for production
2. Concern for people.
9,1 Authority-Compliance
OTHER MODERN
LEADERSHIP THEORIES
Charismatic leadership theory assumes that a leader who has charisma(charm, magnetism or
attraction) can effectively command the followers to do the intend things.
Characteristics: Robert House and Bernard M.Bass suggested the following characteristics of
charismatic leaders:
1. Self-Confidence and confidence in subordinates.
2. High expectations for subordinates
3. Ideological vision
4. Use of personal example (i.e., to be role model for followers)
5. Superior debating and persuasive skills
6. Technical skills
7. Ability to foster attitudinal, behavioural, and emotional changes in followers.
Charismatic leadership theory assumes that leader makes the followers perform beyond expectations.
Glorious, impressive, and gorgeous personality of leader attracts the followers. Followers are prod of
their leader and prefer to follow him unconditionally.
In fact, transformational theory is inclusive of charismatic leadership theory as the charismatic leader
can transform things- behaviour of people, structure of organisation, and other relevant aspects.
Examples are: Mahatma Gandhi, Nelson Mandela, Swami Vivekananda etc.
Followership Theory/Style of
Leadership
Followers style, not leaders style, is a key input leading to efforts towards organisational effectiveness
and outcomes.
Followership Styles:
1. Yes Boss Style
2. No Boss Style
3. Escaping Style
4. Gambling Style
5. Intellectual Arrogant (or Egoistical) Style
6. Critical Style
Other Theories
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