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LEADERSHIP THEORIES

LEADERSHIP THEORIES. Definition :. Leadership is defined as the ability to influence a group toward the achievement of a vision or set of goals. Good leadership is necessary for organization’s survival. Studying Leadership. Trait approaches. (1930s) Behavioral approaches. (1940s & 1950s)

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LEADERSHIP THEORIES

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  1. LEADERSHIP THEORIES

  2. Definition: • Leadership is defined as the ability to influence a group toward the achievement of a vision or set of goals. • Good leadership is necessary for organization’s survival.

  3. Studying Leadership • Trait approaches. (1930s) • Behavioral approaches. (1940s & 1950s) • Contingency approaches. (1960s & 1970s).

  4. Trait Theories of Leadership • Theory that consider personal qualities and characteristics that differentiate leaders from non leaders. • Trait theory of leadership sought personality, social, physical and intellectual traits. • Trait theory assumes that leaders are born.

  5. Behavioral Theories   Behavior of effective leaders are different from the behavior of ineffective leaders. It is more important than the physical, mental and social traits.

  6. Ohio state university : Task oriented (planning, organizing, coordinating the work of subordinates). • University of Michigan: Employee oriented (focus on interpersonal relationship) Production oriented (focus on task and technical aspects of the job)

  7. Contingency theory This theory was introduce in 1960s and 1970s. 1.fiedler’s contingency theory.   2.path goal theory. 3.vroom-yetton-jago decision making theory. 4.situational leadership theory.

  8. Fiddlers Contingency Theory • Fiedler explore the idea that there was not just one ultimate style of leadership for a given situation but leader can vary their leadership style depend on the situation that face them. • Fiedler research shows that task oriented leader were more effective in highly favorable situation and person oriented leader are more effective in moderately situation.

  9. Path Goal Theory • Employee characteristics: These include factors such as employees’ needs, locus of control, experience, perceived ability, satisfaction, willingness to leave the organization, and anxiety. • Characteristics of work environment: These include factors such as task structure and team dynamics that are outside the control of the employee

  10. Vroom-Yetton-Jago Theory • Primarily focus on degree of subordinate participation in different situation. • Five type of decision making such as A1(strongly autocratic) ,A11,C1,C11 and G(strongly democratic).

  11. Recent Development Theories 1.Leader member exchange theory. 2.transformational theories. 3.substitutes for leadership.

  12. Leader Member Exchange Theory • Theories emphasize the dyadic(one-on-one) relationship between leader and subordinates instead of traits and behavior or situational characteristics. Managers establish the • N-group(close relation with some) • OUT- group(remaining aloof from others).

  13. Transformational Leadership Theories They focus to explain how leader can accomplish extraordinary things against the odds, such as turning around a failing company, founding a successful company, developing mutual trust , setting goal.

  14. Substitutes for Leadership Theory • Characteristics of the task, subordinates, or the organization that replace the need for a leader. • Subordinates Ability, job related knowledge, experience, training, independence, professional orientation. • Task  Clarity and routine, repetitive tasks , feedback, intrinsic satisfaction. • Organization  Formalization, flexibility, support, cohesiveness, rewards

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