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Leadership

Theories & Traits

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What Is Leadership?

Leadership

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

Management

Use of authority inherent in designated formal rank to obtain compliance from organizational members.

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Formal and Informal leaders

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Importance of leadership

Motivating employees
Creating confidence
Building morale

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Leadership Theories

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Charismatic Leadership theory

Also called the “great man theory”

Basic assumptions of this theory:

Leaders in general, and great leaders in particular, have some special inborn qualities bestowed upon them by the divine power.
These qualities are sufficient for them to be successful .
Since these qualities are inborn they can not be enhanced by education.
These qualities make leaders effective and situational factors do not have any influence.

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Trait Theories

Leadership Traits:

Ambition and energy
The desire to lead
Honest and integrity
Self-confidence
Intelligence
High self-monitoring
Job-relevant knowledge

Traits Theories of Leadership

Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from nonleaders.

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Innate qualities of a successful leader

Physical feature.
Intelligence: which is expressed in terms of mental ability and to some extent an inborn quality.

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Major qualities essential for leadership

Emotional stability
Human relations
Empathy
Objectivity
Motivational skills
Technical skills
Communicative skills
Social skills

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Implications of theory

Firstly, the theory emphasizes that leaders require some traits and qualities to be effective.

Second, many of theses qualities and traits may be developed by individuals through training and development programs or purely through experience.

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Trait Theories

Limitations:

No universal traits found that predict leadership in all situations.
Traits predict behavior better in “weak” than “strong” situations.
Unclear evidence of the cause and effect of relationship of leadership and traits.
Better predictor of the appearance of leadership than distinguishing effective and ineffective leaders.

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Behavioral Theories

strong leadership is the result of effective role behavior.
Leadership is shown by person’s act rather than trait.

Behavioral Theories of Leadership

Theories proposing that specific behaviors differentiate leaders from non leaders.

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Leadership Styles

Is the method of coping with organizational reality which evolves out of traits and errors and is not deliberately, adopted or eventually organized by leader.

…Mc Gregor

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Leadership Style

Authoritarian, Democratic, laissez fair leadership style.
Decision Continuum
Managerial grid
Likert’s :Four system of managerial leadrship
Reddin’s : Three dimensional leadership leadership style.

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Authoritarian, Democratic, laissez fair

Developed by Lewin, Lippit & White.

These styles depend upon weather the leaders take complete resp of decision making or delegate it to their subordinates after cleraly defining limits.

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Authoritarian style of leadership

Leader assumes full authority of deciding goals.
Policies , procedures & objectives are solely decided by leaders.
The leaders makes all the strategic plans and takes all important decisions.
Leaders does not take his subordinates in confidence.
The leaders uses his power and prestige to ensure that his subordinates carry out his orders to every last detail.

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Leaders evaluates performance of his subordinates through appreciation or criticism.
Leader insists on loyalty from his subordinates.
He does not believe in sharing information and exercises strict and close detailed supervision.

Authoritarian style of leadership

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Democratic style of leadership

Leader allows subordinates to participate in all decision making.
Joint discussions are held
Delegation of authority and resposibility takes place.
Total freedom to choose whom to work with and how to work is given to the subordinates.
Leaders show appreciation to subordinates and overlooks trivial shortcoming .

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Democratic style of leadership

Leader is approachable, suggestive and treats all subordinates equal.
Leader is a mentor.

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Authoritarian Style

Planning & Authority
Task accomplishment
Decision making
Delegation
Motivation
Communication
Learning
Training & development
Support & friendship

Democratic Style

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Laissez fair style of leadership

Leader neither assumes responsibility to determine the objectives, goals, policies nor take decisions.
Complete freedom to do things in the manner that subordinates desire to do.
Leader is absolutely uninvolved in the affairs of his subordinates.
Appreciation / appraisal of performance is evaluated by co-workers.

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Decision Continuum

Area of freedom to subordinates

Use of authority by manager

1 2 3 4 5 6 7 8

Own style of decision	Manager makes decisions
Invitation style	Manager presents ideas
Suggestive style	Manager presents problems, elicits suggestions
Grp decision style	Managers defines limits
Delegate style	Limit defined delegation

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Managerial grid

Developed by Robert Blake & JS Mouton.
Exact portrayal of leadership on a two dimensional graph.

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1.1 Impoverished manager�9.1 task manager�9.9 Team manager�1.9 country club manager�5.5 Middle of the road

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Likert’s Leadership model

System 1: Exploitative Authoritative

All decisions are taken by management.
Management does not have confidence in subordinates.
Subordinates are treated as instruments
Leader believe in surveillance, threat, coercion.
Positive rewards are used occasionally.

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Likert’s Leadership model

System 2: Benevolent Autocrat

Leaders possesses certain degree of confidence and trust.
He is concerned about his subordinate
Although policies and strategies are designed by the management the subordinates are given an opportunity to comment.
Communication is formal
motivation is through a combination of rewards and punishments.

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Likert’s Leadership model

System 3: Consultative

Leader expresses substantial confidence in subordinates.
Leaders make major decision, however subordinates take most decisions.
Motivation is through rewards but coercion is also significantly.
Controls are delegated to subordinates, with leader reserving the right to take final decision.

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Likert’s Leadership model

System 4: Participative

Leader has absolute confidence in subordinates.
Communication is informal
Participation is widely invited
Controls are not emphasised, nevertheless , the leader encourages subordinates to assume responsibility.

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Reddin,s three dimensional style

Effective leadership style	Ineffective leadership style
Executive style: concern for both production & people.	Compromiser style: weak decision maker. Always undecided about people or production.
Developer style: grt concern for people and less focus on production. Focus is on attitude and T&D	Missionary style: all for people even though task in hand is on high alert.
Benevolent Autocrat: more focus is on task, however he executes and plans carefully hence gets goals accomplished without resentment.	Autocrat Style: great emphasis is on task, even though people need focus. He does not have confidence in subordinates.
Bureaucrat style :most subordinates dislike him , but achieves task.	Deserter style: he is passive, pessimistic, escapist