8/14/2019 Leadership Theories 1

1/16

Leadership Theories

MBA 645 Leadership in Organizations

Jeff ShayUniversity of Montana

8/14/2019 Leadership Theories 1

2/16

Trait Theory

Earliest approach

Identify great person from masses

Certain traits =

success/effectiveness

As basic as height, complex as

intelligence

Recent resurgence

8/14/2019 Leadership Theories 1

3/16

Behavioral Theories

Pattern of actions used by different

individuals determines leadership

potential

Examples

Autocratic, democratic and laissez-

faireMichigan Studies: Employee

centered versus task centered

8/14/2019 Leadership Theories 1

4/16

Reward and

Punishment Theory Higher performance and satisfaction

Performance-contingent reward behavior

Mixed results Contingent punishment behavior

Noncontingent reward behavior

Negative results

Noncontingent punishment behavior

8/14/2019 Leadership Theories 1

5/16

SituationalContingency

Theories Leader traits and/or leader

behaviors are important aspects but

must be taken in context.

That is, the situation matters.

8/14/2019 Leadership Theories 1

6/16

Fiedlers Leadership

Contingency Theory Group effectiveness dependent on an

appropriate match between a leaders

style and the demands of the situation Situational control

Least preferred coworker

Important variables Leader/member relations, task structure,

position power

8/14/2019 Leadership Theories 1

7/16

Fiedlers Key Variables

Good

High Low

StrongWeakStrong

High-Control

Situations

Poor

Low

WeakStrong

Low-Control

Situations

Leader/member relations Good Poor

Low High

WeakStrongWeak

Moderate-Control

Situation

Task Structure

Position power

I II III IV V VI VII VIII

Relationship-

motivated Leader

Relationship-

motivated Leader

Task-motivated

Leader

Task-motivated

Leader

Which leaders are most

effective during theseconditions?

8/14/2019 Leadership Theories 1

8/16

Path-goal Theory

Rooted in Expectancy Theory

Leader behaviors

Directive

Supportive

Achievement-oriented

Participative

8/14/2019 Leadership Theories 1

9/16

Supportive Leadership

Supportive

Leadership

Reduce boredom

Make job more

tolerable

Increase self-confidence

Lower Anxiety

Increase the intrinsic

valence of work

Increase effort-

performance expectancy

Increase effort

8/14/2019 Leadership Theories 1

10/16

DirectiveLeadership

DirectiveLeadership

Reduce role ambiguity

Strengthen rewardcontingencies

Increase effort-performance

expectancy

Increase performance-reward expectancies

Increase

subordinateeffort

Increase sizeof incentives

Increase outcome

valences for tasksuccess

8/14/2019 Leadership Theories 1

11/16

Path-goal Theory

Causal Variables

Leader Behavior

Intervening Variables

Subordinate expectations

Outcome Variables

Subordinate effort

and satisfaction

Situational Moderator Variables

Characteristics of task and environmentCharacteristics of subordinates

8/14/2019 Leadership Theories 1

12/16

Situational

Leadership No single best way to lead

Focus on maturity or readiness of

followersAbility and willingness

Adjust emphasis on task and

relationship behaviors according tothe readiness of followers toperform their tasks

8/14/2019 Leadership Theories 1

13/16

Situational

Leadership Telling: low readiness, untrained and

inexperienced employees

Selling: low/moderate readiness, trainedbut inexperienced employees

Participating: moderate/high readiness,

able but unwilling, employees skeptical

Delegating: high readiness, employees

ready and willing to take responsibility

8/14/2019 Leadership Theories 1

14/16

New Approaches to

Leadership Charismatic

Transformational

8/14/2019 Leadership Theories 1

15/16

TransformationalLeadership

Transformational

Leadership

Idealized Influence

Inspiration

Intellectual stimulation

Individualized consideration

Transformational

Leadership

Idealized Influence

Inspiration

Intellectual stimulation

Individualized consideration

Transactional Leadership

Contingent reward

Management by exception

(active or passive)

Laissez faire

Transactional Leadership

Contingent reward

Management by exception

(active or passive)

Laissez faire

Performance

beyond

expectations

Performance

beyond

expectations

Agreed upon

performance

Agreed uponperformance

Broadening and

elevating follower goals

Leader/follower exchange

t t

8/14/2019 Leadership Theories 1

16/16

n ntegrat ngFramework

Lea

der

Traits

Lea

der

Power

Situati

onal

Variables

Interve

ning

Variabl

es

Succ

ess

Criteria

Lead

er

Behavior

12

3 4

5 6

7

8 910Economy,

market conditions,

etc.

Subord. commitment,

etc.