Theories of LeadershipLeadersNeedtodotherightthings,are challengedbychange,focusonpurposes, andhaveafuturetimeframe. Theyaskwhy and use strategies on their journey to human potential. Managers Dothingsright;theyaskwho, what,when,where,andhowasthey useschedulestogettodestinations and evaluate human performance.reat Man Theory!"rguesthatfewpeoplearebornwiththe necessary characteristics to be great.!#eaders are well rounded and simultaneously displaybothinstrumentalandsupportive leadership behaviour.reat Man Theory!Instrumentalactivitiesincludeplanning,organi$ing, andcontrollingtheactivitiesofsubordinatesto accomplish the organi$ation%s goals.!Supportiveleadershipissociallyorientedandallows forparticipationandconsultationfromsubordinates for decisions that affect them.&harismatic Theory!"ninspirational'ualitypossessedby somepeoplethatmakeothersfeelbetter in their presence.!"charismaticleaderinspiresothersby obtainingemotionalcommitmentfrom followersandbyarousingstrongfeelings of loyalty and enthusiasm.&harismatic Theory!RobertHousefoundthatfollowersofcharismatic leaderstrusttheleader%sbeliefs;havesimilar beliefs;e(hibitaffectionfor,obedienceto,and un'uestioningacceptanceoftheleader;andare emotionallyinvolvedinandbelievetheycan contribute to the mission.!&harismaticleadershashighself)confidenceand arelikelytosetane(amplebytheirbehavior, communicatehighe(pectationstofollowersand e(press confidence in them, andarouse motives for the group%s mission.&harismatic Theory!CongerandKanungo*+,,-.foundoutthat charismaismorelikelyattributedtoaleaderwho advocatesavisiondiscrepantfromthestatus'uo, emergesduringacrisis,accuratelyassesses situation,communicatesself)confidence,uses personalpower,makesself)sacrifices,anduses unconventional strategies.!Bassproposedthatcharismaticleadersperceive themselvesashavingsupernaturalpurposeand destinyandthatfollowersmayidoli$eandworship them as spiritual figures or super humans.Trait Theory!/esearchersidentifiedtheleadership traitsasenergy,drive,enthusiasm, ambition,aggressiveness,decisiveness, self)assurance,self)confidence, friendliness,affection,honesty,fairness, loyalty,dependability,technicalmastery, and teaching skill.Trait Theory0ome common leadership traits1+.#eaders need to be more intelligent than the group they lead.2.#eaders must possess initiative.3.&reativity is an asset.4.5motional integrity.6.&ommunication skills is important.7.8ersuasion9.#eaders need to be perceptive enough.-.#eaders participate in social activities.Authoritarian Leader!Maintainsstrongcontrol,doesthe planning,makesthedecisions,and givestheorders."utocraticleaders tendtobedirective,critical,and punitive.Democratic Leader!Maintainlesscontrol;ask'uestionsand make suggestions rather than issues orders; andgetthegroupinvolvedinplanning, problemsolving,anddecisionmaking.The participationtendstoincreasemotivation and creativity.Laissez-faire!"reverypermissive,nondirective, passive,andinactive.&haosislikely to develop in this kind of leadership.:hio 0tate #eadership 0tudiesTwo dimensions of #eadership behaviour1 &onsideration and ;nitiating 0tructure!Considerationinvolvesbehavingina friendlyandsupportiveway,lookingoutfor other%swelfare,showingconcern,treating othersase'uals,takingtimetolisten, consulting others on important matters, being willingtoacceptsuggestions,anddoing personal favors.!Initiatingstructureincludesassigning tasks,definingprocedures,setting deadlines,maintainingstandards, suggestingnewapproaches,and coordinating activities. /esearchersatohn Ma(well *+,,,. discusses 2+ 'ualities of a leader as1+. &haracter2. &harisma3. &ommitment4. &ommunication6. &ompetence7. &ourage9. Discernment-. ?ocus>ohn Ma(well *+,,,. discusses 2+ 'ualities of a leader as1,. enerosity+@.;nitiative++.#istening+2.8assion+3.8ositive)attitude+4.8roblem solving+6./elationships+7./esponsibility>ohn Ma(well *+,,,. discusses 2+ 'ualities of a leader as1+9.0ecurity+-.0elf)discipline+,.0ervanthood2@.Teachability2+.Aision0ituational TheoryTherearefactorsthatdetermineleadership stylesuchasthepersonalityoftheleader;the performancere'uirementsofboththeleaderandthe followers; the attitudes, needs and e(pectations of the leaderandthefollowers;thedegreeofinterpersonal contactpossible;timepressures;physical environment;andtheorgani$ationalstructure." person may be a leader in one situation and a follower atothersbecausethetypeofleadershipneeded depends on the situation.&ontingency Theory?red ?eidler introduced the contingency model theorywhichistheidealleadershipstyletheory.Be identifiedthreeaspectsofasituationthatstructure the leader%s role1+.#eader)memberrelations=involvetheamountof confidence and loyalty the followers have with regard to their leader.&ontingency Theory2. Task structure = its high if it is easy to define and measure task. Task structure is low if it is difficult to define the task and to measure progress toward it completion.?our criteria to determine the degree of task structure1+. oal clarity1 e(tent to which a goal is understoodby followers.2. 5(tent to which a decision can be verified1 knowing who is responsible for what.&ontingency Theory3. Multiplicity of goal paths1 number of solutions.4. 0pecificity of solution1 number of correct answers.3. 8osition power = refers to the authority inherent in a position, the power to use rewards and punishment, and the organi$ation%s support of one%s decisions.8ath)goal Theory!Bouse derived the path)goal theory from the e(pectancy theory.!;t argues that people act so they do because theye(pecttheirbehaviourtoproduce satisfactory results.8ath)goal Theory!Theleaderinthistheoryhelpsthestaff associates assess needs, e(plores alternatives, helpsassociatesmakethemostbeneficial decisions,rewardspersonnelfortask achievement,andprovidesadditional opportunitiesforsatisfyinggoal accomplishment.!0tructureincludesplanning,organi$ing, directing, and controlling through activities.Situational Leadership TheoryPaul Hersey and Kenneth Blanchards Four Quadrant Model!" hori$ontalcontinuumregisterslowemphasison the accomplishment of tasks an the left side of the modeltohighemphasisontaskbehaviouronthe right side.!#ower#eftCuadrant=#aisse)fairetypeof leadership style with little concern for production or relationships.Situational Leadership Theory!#ower/ightCuadrant=autocraticleadership stylewithconsiderableconcernforthe production but little concern for relationships.!