TOPICS TO BE COVERED

Trait Theory of Behavior Theory of Contingencies Theory of

Leadership Leadership Leadership

1. Katz Framework 1. Michigan & Ohio 1. Fledlers Theory

2. Stogdills Framework 2. Blake Monton Managerial Grid 2. Harsey & Blanchards

3. McCains Framework 3. Different Behavior of Leadership 3. Path-Goal Theory

4. Vroom & Yetton Theory

What’s Leadership ?

According 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 empower others.”

Definition:

“Leadership is a process of social influence, which maximizes the efforts of others, towards the achievement of a goal.”

TRAIT THEORY OF LEADERSHIP

• Successor of “Great Man” Theory of Leadership

• Big Assumption:

“ Leaders such as Abraham Lincoln or Mark Zuckerberg were born with inborn ability to lead.”

What’s Trait Theory ?

• Leadership Traits are innate.(Big 5 Model Traits)

• Developed through Experience and Learning

• Focuses on Personal Qualities and Characteristics.

• Critics: “Too simplistic & futile.”

DIFFERENT FRAMEWORKS OF TRAIT THEORYK

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• Developing your Best Self.

• Managing People & Processes.

• Cultivating Professional Networks.

• Learning Through Experience.

• Applying Technical Competence.

Sto

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ork • Capacity,

Achievement, Responsibility, Participation, & Status.

• Emotional Stability, Capacity to Inspire, Admitting error & Cohesion.

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(3

F’s) • Freedom

• Focused

• Foresight

1 2 3

Indra Nooyi – CEO PepsiCo.

• Traits that make her a Great Leader:• Sociable

• Agreeable

• Emotionally Stable

• Open to Experiences

• Conscientious

• Results of Such Personality Traits:• Excellence in Job Performance

• Successful Career

• One of the most Powerful Women in Business

Behavioral Theories

Theories that attempt to isolate behaviors that

differentiate effective leaders form ineffective leaders

Ohio State Studies

Research began at Ohio state university in late 1940’s

To identify independent dimensions of leader behavior

Resulted in two dimensions:

• Initiating structure

• Consideration

Conclusions of Ohio State Studies

• Higher on one dimension does not mean low on another

• Followers of leaders high in consideration were more satisfied, motivated and had respect for their leaders

• Leaders high in initiating structure increased organization’s productivity and performance

Michigan Studies

Objective

To locate behavioral characteristics of leaders that appeared to be related to measure of performance effectiveness

Came up with two-dimensions of leadership behavior

• Employee-oriented

• Production-oriented

Conclusions of Michigan Studies

• Employees favored leaders who were employee oriented in behavior

• Recommended only one dimension important for manager to be successful i.e. employee oriented leaders

The Managerial Grid

• Developed by Blake and Mouton

• Based on “ concern for people “ and “ concern for production “

• Does not specify why a manger falls into one part or another grid

Different Leadership Behaviors

1. Autocratic Leadership

• Classical Leadership Style

• Managers retains as much power and decision

making authority as possible

• No involvement of Staff

Eg:- Adolf Hitler

2. Democratic Leadership

• Also known as Participative style

• Sharing of Decision-making abilities and Ideas

• Encourages staff to be a part of the decision making

Eg:- Carlos Ghosn- Currently the Chairman and CEO of Paris-based Renault, Chairman and CEO of

Japan-based Nissan, and Chairman of Russian automobile manufacturer AvtoVAZ

3. Supportive Leadership

• Path-goal theory

• Cohesion among members

• Attempts to reduce employee stress and frustration in the workplace

Eg:- Steve Jobs

4. Achievement Leadership

• A management strategy that puts high goals and training to get the needed improvement in

performance levels.

• high performance is expected

• a high level of confidence in the employee's ability to achieve the goals.

Eg:- Abdul Kalam

5. Laissez-Faire Leadership

• Known as “Hands-off” style

• The manager provide little or no direction

and gives staff freedom as much as possible

• Highly experienced and trained employees requiring little supervision fall under the laissez-faire

leadership style.

Eg:- Warren Buffet

Contingency Theory

Fiedler’s Model

• Fixed Style of Leadership

• Result of Two Factor

• Leadership Style

• Evaluation Tool : Least Preferred Co-worker (LPC)

• Situational Control

• Leader Member Relation

• Task Structure

• Leader’s Position Power

Least Preferred Co-worker (LPC)Respondent Describe: Least Preferred Co - Worker

Least Preferred Co-worker (LPC)

• Analysis:

• Score: 57 or below, Leadership Style: Task Oriented

• Score: 58 – 63, Leadership Style: Middle LPC

• Score: 64 or 64 +, Leadership Style: Relationship Oriented

• Application:

• Identify Leadership Style

• Identify Situation

• Determine most effective Leadership Style

Breakdown of Most Effective Leadership Style

Path Goal Theory of Leadership

Hersey – Blanchard Leadership Theory

• Change Leadership Styles:

• Based on Maturity of People they are leading

• Details of Task

• Model Maps Leadership Styles to Maturity Level

Leadership in Organizations

• Transactional LeadersLeaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements.

• Transformational LeadersInspire followers to transcend their own self-interests for the good of the organization; they can have a profound and extraordinary effect on followers.

Vroom–Yetton Contingency Model

Situational leadership theory of industrial and organizational psychology.

This model suggests the selection a leadership style for group decision making

Online Leadership

• Lack of face-to-face contact.

• The structure and tone of message

• Writing skills become an extension of interpersonal skills.

• Building trust and understanding is greatest challenge.

LEADERS

Finding & Creating Effective Leaders

• Selection Process

-Extraversion, conscientiousness and openness to experience

• Training

- Developing situational-analysis

- Executive Leadership programs

THANK YOU