Leadership
Leadership
Leadership
The ability to influence a group toward the
achievement of a vision or set of goals.
Formal Leadership
Non-Sanctioned Leadership
1–2
Theories
Theories of
of Leadership
Leadership
• Trait Theories
Focus on personal qualities and characteristic.
• Behavioral Theories
Theories proposing that specific behaviors differentiate leaders
from non-leaders.
Dimensions of Behavioral Theories:
Initiating Structure: To attain goals, leader defines roles.
Consideration: Characterizing Job relationships by subordinate’s
ideas, trust, and regard for their feelings.
Employee Oriented Leader: Emphasize interpersonal relations,
employee differences and interests.
Production Oriented Leader: Emphasize technical or task aspects
of jobs.
1–3
Contingency
Contingency Theories
Theories
• The Fiedler Model
• Situational Theory
• Path–goal Theory
• The Leader-participation Model
1–4
The
The Fiedler
Fiedler Model:
Model:
The theory that effective groups depend on 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.
Identifying Leadership Style:
Identify leader’s basic leadership style using Least Preferred
co-worker (LPC) questionnaire. Assumptions are that
leadership style is fixed. if a situation requires a task-oriented
leader and the person in the leadership position is relationship
oriented, either the situation has to be modified or the leader
has to be replaced to achieve optimal effectiveness.
1–5
Conti…
Conti…
LPC Questionnaire:
An instrument that purports to measure whether a person is task
or relationship oriented.
Fiedler has identified three contingency or situational
dimensions:
1. Leader–member relations is the degree of confidence, trust,
and respect members have in their leader.
2. Task structure is the degree to which the job assignments
are procedurized (that is, structured or unstructured).
3. Position power is the degree of influence a leader has over
power variables such as hiring, firing, discipline, promotions,
and salary increases.
1–6
Conti…
Conti…
Matching leader and situation: Combining three dimensions
yields eight possible situations.
1–7
Other
Other Contingency
Contingency Theories:
Theories:
• Situational Leadership Theory Voice
• Path–Goal Theory
• Leader-Participation Model
1–8
Situational
Situational Leadership
Leadership Theory
Theory ::
Focuses on the followers. It says successful leadership
depends on selecting the right leadership style contingent on
the followers’ readiness, or the extent to which they are
willing and able to accomplish a specific task.
A leader should choose one of four behaviors depending on
follower readiness.
I. unable and unwilling to do a task, the leader needs to give clear
and specific directions
II. unable and willing, the leader needs to display high task
orientation to compensate for followers’ lack of ability and high
relationship orientation to get them to “buy into” the leader’s
desires
III. able and unwilling, the leader needs to use a supportive and
participative style
IV. able and willing, the leader doesn’t need to do much.
1–9
Path–Goal
Path–Goal Theory:
Theory:
leader’s job is to provide followers with the information,
support, or other resources necessary to achieve their goals.
(The term path–goal implies effective leaders clarify followers’
paths to their work goals and make the journey easier by reducing
roadblocks.)
A leader should be directive or supportive or should demonstrate
some other behavior depends on complex analysis of the situation. It
predicts the following:
● Directive leadership yields greater satisfaction when tasks are
ambiguous or stressful than when they are highly structured and well
laid out.
● Supportive leadership results in high performance and satisfaction
when employees are performing structured tasks.
● Directive leadership is likely to be perceived as redundant among
employees with high ability or considerable experience.
1–10
Leader-Participation
Leader-Participation Model
Model
Leadership theory that provides a set of rules to
determine the form and amount of participative decision
making in different situations.
It provides a decision tree of seven contingencies and
five leadership styles for determining the form and
amount of participation in decision making.
1–11
