ob notes laedership theories

7/28/2019 Ob Notes Laedership Theories

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THEORIES OF LEADERSHIP


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TRADITIONAL THEORIES

TRAIT THEORIES

Earlier researchers believed that there were

certain unique characteristics that made them

in leaders. According to them, a person must

possesses certain unique personality traits

that are essential for effective leadership.


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Traits associated with effective

leadership

Desire to lead: Strong desire to lead andinfluence others, Willingness to takeresponsibility.

Honesty and Integrity: Trusting relationshipwith followers, Truthfulness ,High consistencybetween words and actions.

Self confidence: Absence of self doubt , Selfassurance that convince followers of therightness of the leaders goals and decisions.


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Intelligence: Ability to gather, synthesize, and

interpret large amount of information, ability

to create visions , solve problems, and make

good decisions

Job-relevant Knowledge: High level of

knowledge about the organization , Industry

and technical matters, related to groupactivities


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BEHAVIOURAL THEORIES

According to this theory a particular behavior

of a leader provides greater satisfaction to the

followers and so they recognize him as a good

leader

OHIO STATE STUDY

The research was conducted in ohio state

university, USA in the late 1940s


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The goal of the research was

I. Identify the behaviors exhibited by leaders

II. Determine what affect these behaviors hadan employee satisfaction and performance.

III. Identify the best leadership style

To do thisQuestionnaires were developed to assess

leadership styles


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The leader behavior description questionnaire

was designed to tap subordinate perception of

the leaders behavior ,while the leaders

opinion questionnaire measured the leaders

perception of his own style.

After the analysis of leader behavior in a wide

verity of situations leaders behavior can becategorized into two dimensions


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Initiating structure behavior

It refers to clearly defining the roles of leader

and follower so every one knows what is

expected

Here leader behavior includes

Job/work design, work relationship, assigningthe work group and individual workers,

establishing the work standards etc


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Considerations

A leader who attempts to solve the personal

problems of his subordinates and help them is

friendly and approachable, He treats all his

subordinates as equals ..such a leader is viewed

as a high in consideration


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MANAGERIAL GRID

Industrial psychologist Blake and Mounton

developed the Managerial Grid Based on the

Ohio State Study

The managerial grid identifies a range of

management behavior based on the different

ways how production or service oriented and

employee oriented styles interact with eachother.


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The Managerial Grid is based on two

behavioral dimensions

Concern for People This is the degree to which

a leader considers the needs of team members,

their interests, and areas of personal

development when deciding how best toaccomplish a task.

Concern for Production This is the degree to

which a leader emphasizes concrete objectives,organizational efficiency and high productivity

when deciding how best to accomplish a task.

Using the axis to plot leadership concerns for production versus concerns for people


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Using the axis to plot leadership concerns for production versus concerns for people ,

Blake and Mouton defined the following five

leadership styles:


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Improvised management(1.1)(Low production

Low people)

In this style minimal concern for production

/people this is also called laisser- faire

management

Improvised leader who uses a delegate and

disappearmanagement style.


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Authority- compliance (9.1) ( High concern for

production, low concern for people)

People who get this rating are may task oriented

and are hard in their workers(autocratic)


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Country club (1.9)(high concern for people

and low concern for production

This type of persons uses predominantly reward

power to maintain discipline and to encourage

the team to accomplish its goals


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Middle- of-the-road(5.5)

Moderate level of concern for both people and

production.

This style of management balances need

through compromise, resulting in adequate

performance.


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Team management(9.9) team leader (high

production , high people)

This type of leaders encourage the team to

reach term goals as effectively as possible.


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Situational/contingency theory

Situational theory of leadership is stronglyaffected by the situation from which a leaderemerges and in which he works.

Situational leadership suggested that three

general factors affect the appropriate leadershipstyle in a given situation.

Subordinate considerations

Reflect the leaders awareness of subordinates

expertise, experience, competence, jobknowledge, highrarchical levels and psychologicalcharacteristics


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Supervisors considerations

Reflect the leaders degree of upward influence,as well as his or her similarity of attitudes and

behavior to those in higher positions

Task considerations

Reflect the degree of time urgency, presence ofstress, degree of autonomy, degree of jobscope, importance and meaningfulness etc.


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PATH GOAL THEORY

The essence of theory is that its the leaders

job to assist his or her followers in attaining

their goals and provide the necessary

direction and or support to ensure their goals


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This theory states that the leader can

exercise four different kinds of styles

Directive style: The leader tells subordinates what isexpected of them, gives them guidance about whatshould be done, and also shows them how to do it.

Supportive style: The leader shows concern for the wellbeing and needs of his or her subordinates by beingfriendly and approachable.

Participative style: The leader involves subordinates indecision making consults with them about their views

of the situation, ask for their suggestions in making adecision, and sometimes let the subordinates make thedecision themselves


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Achievement oriented style: The leader helps

subordinates set goals, rewards the

accomplishment of these goals and

encourages subordinates


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Applying the path goal theory

ob notes laedership theories

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