The Theories of Leadership

Overview of Theories

Trait Theory Behavioural Theories -Ohio state Studies and Michigan Studies -Managerial Grid Contingency Theory : - Fiedler’s Least Preferred Co-worker (LPC) Theory -Cognitive Resource Theory VDL Theory

What Is Leadership?

The ability to influence a group towards the achievement of goals.

TRAIT THEORY:

Earliest notions of leadership.According to the theory there are certain personal qualities and traits which are essential to be a successful leader.Persons who are the leaders are psychologically better adjusted to display their better judgement and to engage themselves in social activities.They seek information, give more information and take lead in interpreting or summing up a situation.

The following are the traits that a successful leader should possess:Intelligence:1.Most important trait.2.Generally have higher level of intelligence than their followers.3.To an extent it is the natural quality of a person because it is directly related to the brain4.As human beings are born with their brain, it is laid that “Leaders are born and not made”.5.It means to think scientifically, analyse accurately and interpret clearly and precisely the problems before them.

Physiological Factors:1. The physical features of a person is another factor which

determines the success of a leader.

2. Height, weight, physique, health and appearance of an individual.

Emotional Stability:1. A leader should have a high level of emotional stability.

2. Must be consistent in his actions, should not be biased and should know how to control his anger.

Intense Inner Motivational Drive:1. A leader should have an urge to keep on accomplishing

something all the time.

2. Not only should he be self motivated but also he must have the requisite quality to motivate others also.

Human Relations Attitude:1. Success of a leader depends on the cooperation of the

people.

2. Should try to develop social understanding with other people.

Vision and Foresight:1. Successful leader should have the capability to look into

the future and visualise trends and devise his policies and programmes with foresight based on logical programmes.

Empathy:1. Important aspect of successful leadership.

2. Effective leader should know what makes the other fellow think as he does, even though he does not necessarily agree with him.

Physiological Factors:1. The physical features of a person is another factor which

determines the success of a leader.

2. Height, weight, physique, health and appearance of an individual.

Emotional Stability:1. A leader should have a high level of emotional stability.

2. Must be consistent in his actions, should not be biased and should know how to control his anger.

Intense Inner Motivational Drive:1. A leader should have an urge to keep on accomplishing

something all the time.

2. Not only should he be self motivated but also he must have the requisite quality to motivate others also.

Fairness and Objectivity:1. Leader should not be biased and he should not allow

himself to become emotionally involved to the extent that it becomes difficult to make an objective diagnosis and implement the required action.

Technical Skills:1. Planning, organising, delegation, analysis, seeking advice,

making decisions, controlling and winning cooperation constitute technical competence of leadership.

Open Mind and Adaptability:1. Flexibility or open mindedness is a quality which makes a

leader more identified with the group.2. He should not be critical of other.

Art of Communication:

1. To be successful a leader must know how to communicate effectively.

2. A successful leader is generally an extrovert and a self confident person.

Social Skills:

1. Plays an important part in successful leadership.

2. A successful leader is one with whom people cooperate willingly and not under any pressure.

CRITICISM OF THE TRAIT APPROACH:

The theory has been criticised on the following grounds:Various studies prove that the trait theory cannot hold good for all sets of circumstances.The list of traits is not uniform and different authors have given different traits.It fails to take into account influence of other factors on leadership.The theory fails to indicate the comparative importance of different traits.There have been many persons who have been outstanding leaders in business although they have been humourless, narrow minded, unjust and authoritarian.

No evidence has been given about the degree of the various traits because people have the various traits with different degrees.

There are no definite tests for the measurement of these traits and hence no conclusions can be drawn.

OHIO STATE STUDIES ON LEADERSHIP

Behavioral Theory In contrast with trait theory, behavioral theory attempts

to describe leadership in terms of what leaders do, while trait theory seeks to explain leadership on the basis of what leaders are. Leadership according to this approach is the result of effective role behavior. Leadership is shown by a person’s acts more than by his traits.

OHIO STATE STUDIES In 1945 the bureau of business research at OHIO state university

initiated a series of studies on leadership.

They found two critical characteristics either of which could be high or low and were independent of one another.

The research was based on questionnaires to leaders and

subordinates :i. Leader Behavior Description Questionnaire (LDBQ)ii. Superviser Behavior Description Questionnaire (SDBQ)

OBJECTIVE Identify the major dimensions of leadership. Investigate the effect of leader’s behavior.

ACTIONS INITIATING STRUCTURE

i. Establishes well defined patterns of organizationii. Develop channels of communication iii. To supervise the activities of employeesiv. Scheduling work to be done v. Maintaining definite standard of performance

CONSIDERATIONi. Friendlinessii. Mutual trustiii. Respectiv. Supportivenessv. Opennessvi. Concern for the welfare of employees

INITIATING STRUCTURE CONSIDERATION

Task oriented People oriented

Letting group members know what is expected from them

Often helps people under you with their personal problems

Fix standard Willingness to change

Which style is better

Both initiating and consideration are important for successful leading teams without initiating structure behavior ,subordinates what is expected how to coordinate their work with others.

Like wise lack of consideration behavior from the leader may leave employees feeling unsupportive , unrecognized or confused as they try to navigate conflicts issues in their roles without any sense of feed back how they are doing.

High on one dimension does not mean low on another

Followers of leaders high in consideration were more satisfied motivated& respect for their leaders

leaders high in initiating structure increased organizations productivity & performance

Michigan Studies

MICHIGAN STUDIES

Meaning of Michigan studies

A series of studies on leadership were done in michigan university starting in the 1950.

Under direction of RENSIS LIKERT the focus of the michigan studies was to determine the principles and method of leadership that led to productivity and job satisfaction.

University of Michigan distinguished between

two different of leadership:

Production – orientation Employee - orientation

Production - orientation

Production orientation leaders set rigid work standards, organized tasks down to the last detail, prescribed the work method to be followed and closely supervised subordinate performance. (This consist of stress the human relation aspect, employees are viewed as human beings with personal needs.)

Employee -orientation

Employee – orientation leaders on the other hand , encouraged employee participation in goal setting and in other work related decision, and helped ensure high performance by inspiring respect and trust.(This consist stress on the technical and production aspects of the job employees viewed as the means of getting the work done.)

The production – centered leadership factors and the initiating – leadership structure factor both measured work orientation, while the employee- oriented factor and the consideration factor both measured people orientation.

MANAGERIAL GRID

Developed by Robert R Blake and Jake Mouton

In the year 1964

Leadership grid or Blake mouton managerial grid

Identifies five different leadership styles

To evaluate and analyze leaders and managers.

It plots the degree of task-centeredness versus person-centeredness.

INTRODUCTION

Concern for production on the x-axis

Concern for people on the y-axis

the grid highlights ,how placing too much emphasis in one area at the expense of the other leads to low overall productivity.

It critically analyzes your own performance and improves your general leadership skills.

INTRODUCTION

Managerial Grid ( Blake & Mouton)

Lazy approach

Manager shows a low concern for both people and production

They protect themselves by avoiding getting into trouble

To preserve job

Disorganization, dissatisfaction and disharmony due to lack of effective leadership

IMPOVERISHED STYLE (1,1)

IMPOVERISHED STYLE (1,1)

One-sided

much attention to the security and comfort of the employees

High concern for people and low concern for production

The managers are incapable of employing the more punitive, coercive and legitimate powers

Organization will end up to be a friendly atmosphere, but not necessarily very productive

COUNTRY CLUB STYLE (1,9)

Dictatorial, task - oriented manager

High concern for production and a low concern for people

Employee needs are unimportant

Provides his employees with money and expects performance back

no allowance for co-operation or collaboration

pressures his employees through rules and punishments

This dictatorial style is based on Theory X of Douglas McGregor

AUTHORITY COMPLAINCE(9,1)

Middle-of- the-road

Balance and compromise

The manager tries to balance between the competing goals of the company and the needs of the workers.

Medium concern for people

Medium concern for production

US-QUO STYLE (5,5)

MIDDLE ROAD MANAGEMENT (5,5)

The team

High concern for people and production

Motivation is high

based on the propositions of Theory Y of Douglas McGregor

manager encourages teamwork and commitment among employees

This method relies heavily on making employees feel they are constructive parts of the company

TEAM MANAGEMENT (9,9)

There are more dimensions of leadership that can be relevant.

The model basically neglects the significance of the internal and external constraints, context, circumstances and situation.

LIMITATIONS

LIMITATIONS

The model proposes that when both people and production concerns are high, employee engagement and productivity increases accordingly. This is often true, and it follows the ideas of Theories X and Y, and other participative management theories.

While the grid does not entirely address the complexity of “Which leadership style is best?”, it certainly provides an excellent starting place to critically analyze your own performance and improve your general leadership skills.

CONCLUSION

CONTIGENCY THEORY

A contingency theory is an organizational theory that claims that there is no best way to organize a corporation, to lead a company, or to make decisions. Instead, the optimal course of action is contingent (dependent) upon the internal and external situation. A contingent leader effectively applies their own style of leadership to the right situation.

Types of Contingency Theory:

Fielder’s Contingency Theory

Hersey –Blanchard Situational Model

House’s Path Goal Theory

FIELDER’S CONTINGENCY THEORY

Fred Fiedler's contingency model focused on a contingency model of leadership in organizations. This model contains the relationship between leadership style and the favourableness of the situation. Situational favourableness was described by Fiedler in terms of three empirically derived dimensions:

Leader-member relationship – high if the leader is generally accepted and respected by followersDegree of task structure – high if the task is very structuredLeader's position power – high if a great deal of authority and power are formally attributed to the leader's position

HERSEY-BLANCHARD SITUATIONAL MODEL

Hersey-Blanchard Situational Model also advocates linking leadership styles with various situations so as to ensure effective leadership, but its perspective of situational variables is different as compared to Fielder’s model. This model based on empirical studies. This model is also known as life cycle theory of leadership and is based on an interaction among three factors:

Task Behaviour:The extent to which leaders are likely to organise and define the

roles of the members of their group and to explain what activities each is to do and when, where and how tasks are to be accomplished, characterised by endeavouring to establish well defined patterns of organisation and ways of getting jobs accomplished.

Relationship Behaviour:The extent to which leaders are likely to maintain personal

relationships between themselves and members of their group by opening up channels of communication providing socio-emotional support, active listening, psychological strokes and facilitating behaviour.

Maturity Level:Maturity level is built on the work of Chris

Agrygis. Maturity is the capacity to set high but attainable goals plus the willingness and the ability to take responsibility and to use education and experience. Ability refers to the knowledge and skills of an individual to do the job and its called job maturity. Willingness refers to psychological maturity and has much to do with confidence and commitments of the individual.

HOUSE’S PATH GOAL THEORYRobert House advanced his situational theory of leadership based on Ohio State Leadership and Vroom’s expectancy model of motivation. Path-goal theory sees the leader’s role as one of affecting a subordinate’s motivation to reach desired goals. It states that a leader’s job is to create a work environment that helps the employees reach the organisational goal.

Path-goal theory proposed the following four leader behaviours:

Directive: focuses on what must be done, when it must be done and how it must be done.

Supportive: Includes concern for subordinates as people and the needs they are trying to satisfy.

Participative: Includes consultation with subordinates and serious consideration of subordinates ideas before making decisions.

Achievement-oriented: Emphasises excellence in subordinate performance and improvements in performance.

Each of the above leadership styles work well in some situations but not in others. While exercising leadership styles the leaders must consider two groups of situational variables characteristics of subordinates and work environment.

VDL Theory

VDL Theory

The Vertical Dyad Linkage Theory is a theory that is focused on interaction

between a leader and subordinates It is also widely known as The Leadership-

Member Exchange (LMX) Theory. Originally, the theory has been

developed by Fred Dansereau, George Graen and William J. Haga, in 1975.

VDL - RootsVDL - RootsVertical dyad linkage theory- researchers originally focused on vertical

linkages between leaders and each of their subordinates.

Sub Sub

Further research into these dyads revealed two distinct types of relationships:INGROUP: special relationship in which more privileges, preference, and access to resources are given in exchange for going “above and beyond” routine duties.OUTGROUP: typically only do the minimum amount of work and in

exchange are given low levels of access to resources and decision making.

In-group PrivilegesIn-group Privileges

Preferential treatment from leaders, upper management, CEO’s, etc Better, higher quality information exchange Free access to leadership for feedback, signatures, etc. Better chance to receive higher marks on performance feedbacks Access to resources (paper, money, staffing, etc)

Out-group RealitiesOut-group Realities

Lack of access to resources, leadership input, fair feedback.

Limited trust and information exchanges with leadership Feelings of neglect and loss of team identity Lower production and morale

Differences between in-groups and out-groups

In-group members maintain healthy relations with their managers.

Highly motivatedGiven responsibilities of the highest levelEngage in decision making with the managers Focused to the task objectives.

Out- group members given low responsibilitiesNot entrusted with any sensitive jobs. Access to resources is limited. Does not receive opportunities like training

and development

VDL Theory

Strengths of VDL

• As a descriptive theory, it notes the importance of the existence of in-groups and out-groups within an organization• The VDL theory is unique as the only leadership

theory that makes the the dyadic relationship the central factor of the leadership process• VDL directs our attention to the importance of

leadership communication and relationships

Strengths & Weaknesses of VDL

Weaknesses of VDL

• The VDL theory runs counter to basic human belief in fairness: It gives the appearance of discrimination against groups that don’t receive the special attention

• The basic ideas and theory are not fully developed: details of compatibility of personality, interpersonal skills, how trust is developed, etc., are not presented

Conclusion..

The basic Idea of VDL: In-Group Members & Out-Group Members.

As a result , differentiation naturally occurs.

Therefore, Leaders should develop high quality relationships with as many subordinates as possible.

Thank You !!

COMPOSE BY FUTURE LEADERS