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  TOPICS TO BE COVERED

  Trait Theory of Behavior Theory of Contingencies Theory of

  Leadership Leadership Leadership

1. Katz Framework 1. Michigan & hio 1. F!ed!ers Theory

". #togdi!!s Framework ". B!ake Monton Manageria! $rid ". %arsey & B!ancha

. McCains Framework . 'ifferent Behavior of Leadership . (ath)$oa! Theory

*. +room & ,etton Theory

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-hats Leadership /0ccording To Peter Drucker:

“The only definition of a leader is someone who has followers.”

Bill Gates:

“As we look ahead into the next century, leaders will be those who empowe

Definition:

“Leadership is a process of social influence, which maximizes the efforts of

towards the achievement of a oal.”

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T02T T%3, F L30'3#%2(

• #4ccessor of 5$reat Man6 Theory of Leadership

• Big 0ss4mption7

“ Leaders such as Abraham Lincoln or !ark "uckerber were born wi

ability to lead.”

-hats Trait Theory /• Leadership Traits are innate.8Big 9 Mode! Traits:

• 'eve!oped thro4gh 3;perience and Learning

• Foc4ses on (ersona! <4a!ities and Characteristics.

• Critics7 5Too simplistic # futile.”

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'2FF33=T F0M3-K# F T02T T%3

   K  a   t  z

   F  r  a  m  e  w  o  r   k• Developing

your Best Self.• Managing

People &Processes.

ultivatingProfessional!etworks.

• "earning #$roug$%perience.

• 'pplying #ec$nical

ompetence.

   S   t  o  g   (   i   l   l   )  s

   F  r  a  m  e  w  o  r   k

• apacity*'c$ievement*+esponsi,ility*Participation*& Status.

• %motionalSta,ility*apacity to-nspire*'(mittingerror &o$esion.

   M  c     a   i  n  s

   F  r  a  m  e  w  o  r   k

   .   /   F   )  s   0

• Free(• Focus• Fores

1 2 /

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2ndra =ooyi > C3 (epsiCo.

•Traits that make her a $reat Leader7

• #ocia?!e

• 0greea?!e

• 3motiona!!y #ta?!e

• pen to 3;periences

Conscientio4s• es4!ts of #4ch (ersona!ity Traits7

• 3;ce!!ence in @o? (erformance

• #4ccessf4! Career 

• ne of the most (owerf4! -omen in B4siness

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Behaviora! Theories

Theories that attempt to isolate behaviors

differentiate effective leaders form ineffective lea

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hio #tate #t4dies

esearch ?egan at hio state 4niversity in !ate 1A*s

To identify independent dimensions of !eader ?ehavior 

 es4!ted in two dimensions7

• 2nitiating str4ct4re

• Consideration

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Conc!4sions of hio #tate #t4dies

• %igher on one dimension does not mean !ow on another 

• Fo!!owers of !eaders high in consideration were more satisfiemotivated and had respect for their !eaders

• Leaders high in initiating str4ct4re increased organizations prod4ctivity and performance

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Michigan #t4dies

Objective

To !ocate ?ehaviora! characteristics of !eaders that appeared to

to meas4re of performance effectiveness

Came 4p with two)dimensions of !eadership ?ehavior 

• 3mp!oyee)oriented

• (rod4ction)oriented

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Conc!4sions of Michigan #t4dies

• 3mp!oyees favored !eaders who were emp!oyee oriented in ?

• ecommended on!y one dimension important for manager to

s4ccessf4! i.e. emp!oyee oriented !eaders

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The Manageria! $rid

• 'eve!oped ?y B!ake and Mo4ton

• Based on 5 concern for people 5 and 5 concern for productio

'oes not specify why a manger fa!!s into one part or another

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'ifferent Leadership Behaviors

  '  3  #  4

    +  '  #  -

    D  %

  M  4  

  +  '   #

  -     S  3

  P  P  4  +  #

  -  5

  %

  '    6  -  %   5

  %  M  %  !

   #

  "  '  -  S  S  %  7 8

  F  '  -  +  %

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1. 04tocratic Leadership

•  C!assica! Leadership #ty!e

•   Managers retains as m4ch power and decision

making a4thority as possi?!e

•   =o invo!vement of #taff

3g7) 0do!f %it!er

2.

'emocratic Leadership• 0!so known as (articipative sty!e

• #haring of 'ecision)making a?i!ities and 2deas

• 3nco4rages staff to ?e a part of the decision making

3g7) Car!os $hosn) C4rrent!y the Chairman and C3 of (aris)?ased ena4!t Chairma

@apan)?ased =issan and Chairman of 4ssian a4tomo?i!e man4fact4rer 0vto+0D

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/. #4pportive Leadership

• (ath)goa! theory

• Cohesion among mem?ers

•0ttempts to red4ce emp!oyee stress and fr4stration in the workp!ace

3g7) #teve @o?s

 

9. 0chievement Leadership

0 management strategy that p4ts high goa!s and training to get the needed improveme performance !eve!s.

• high performance is e;pected

• a high !eve! of confidence in the emp!oyeeEs a?i!ity to achieve the goa!s.

3g7) 0?d4! Ka!am

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. Laissez)Faire Leadership

• Known as 5%ands)off6 sty!e

• The manager provide !itt!e or no direction

  and gives staff freedom as m4ch as possi?!e

• %igh!y e;perienced and trained emp!oyees re4iring !itt!e s4pervision fa!! 4nder the !a

!eadership sty!e.

3g7) -arren B4ffet

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Fied!ers Mode!• Fi;ed #ty!e of Leadership

es4!t of Two Factor 

• Leadership #ty!e

• 3va!4ation Too! 7 Least (referred Co)worker 8L(C:

#it4ationa! Contro!• Leader Mem?er e!ation

• Task #tr4ct4re

• Leaders (osition (ower 

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Least (referred Co)worker 8L(C:espondent 'escri?e7 Least (referred Co ) -orker 

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Least (referred Co)worker 8L(C:

• 0na!ysis7

• #core7 9G or ?e!ow Leadership #ty!e7 Task riented

• #core7 9H > I Leadership #ty!e7 Midd!e L(C

• #core7 I* or I* J Leadership #ty!e7 e!ationship

• 0pp!ication7

• 2dentify Leadership #ty!e

• 2dentify #it4ation

• 'etermine most effective Leadership #ty!e

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%ersey > B!anchard Leadership Theory

• Change Leadership #ty!es7

• Based on Mat4rity of (eop!e they are !eading

• 'etai!s of Task 

• Mode! Maps Leadership #ty!es to Mat4rity Leve!

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Leadership in rganizations

Transactiona! LeadersLeaders who g4ide or motivate their fo!!owers in the direction of estagoa!s ?y c!arifying ro!e and task re4irements.

• Transformationa! Leaders

2nspire fo!!owers to transcend their own se!f)interests for the good oforganization they can have a profo4nd and e;traordinary effect on fo

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+room>,etton Contingency Mode!

#it4ationa! !eadership theory of ind4stria! and organizationa!

 psycho!ogy.

This mode! s4ggests the se!ection a !eadership sty!e for gro4p

making

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n!ine Leadership

• Lack of face)to)face contact.

• The str4ct4re and tone of message

• -riting ski!!s ?ecome an e;tension of interpersona! ski!!s.

• B4i!ding tr4st and 4nderstanding is greatest cha!!enge.

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"%'D%+S

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Finding & Creating 3ffective Leaders

#e!ection (rocess)3;traversion conscientio4sness and openness to e;perien

• Training

) 'eve!oping sit4ationa!)ana!ysis

) 3;ec4tive Leadership programs

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T%0=K ,