THEORIES

TECH TRAINING

WHO ARE
LEADER?
INTERNET OF THINGS

APPLICATION
MANAGEMENT
 Leadership is the
process of
influencing people
and providing an
environment for
them to achieve
team or
organizational
objectives.
Effective leaders help groups of people define their
goals and find ways to achieve them.
LEADERSHIP
VS
MANAGEMENT
Who are the
Leader?
Leader Leadership
From the Past to the
Present 1951-1960-Today

Source: SP Robbins, Marry Coulter &

David C Cenzo (2016), Fundamental of
Management- Chapter 12: Leadership
and the Trust, p.359.
Definition
The quality of behaviour of individuals whereby they
guide people or their activities in organising efforts"
(Barnard, 1938).

"A leader is one who guides and directs other people.

He gives the efforts of his followers a direction and
purpose by influencing their behaviour." (Louise Allen)
 The Boss
The Leader
(manager)
"We" & "You"
"I"
Perspectives on Leadership
Trait Perspective of Leadership – recent literature on
leadership identifies seven traits that are characteristics of
effective leaders
Drive
Leadership motivation
Integrity
Self-confidence
Intelligence
Knowledge of the business
Emotional Intelligence
Traits Theory
First studies of leadership
attempted to identify based
on P
Physical attributes
Personality
characteristics and
Abilities
to distinguish leaders from
other members of a group.
 Allport
Trait Hans Eysenck
Theories Raymond Cattel
 GORDON ALLPORT
One of the most important
AL

CE
IN

NT
RD

and influential personality

RA
CA

L
COMMON & theorist.
INDIVIDUAL
TRAITS Roughly 18,000 traits
For Allport, traits are the
SECONDARY building blocks of personality
as well as the sources of
individuality.
GORDON ALLPORT
A trait is a characteristic that can be used to describe a
person.
They are the basic units on which our personalities are
structured.
Because every trait combination is unique, every
personality is unique too.
Freud influence
Conscious part of the human mind.
 HANS EYSENCK (1990)
Individuals who are
sociable and impulsive

ST
O
and who like excitement Psychopath

SI

AB
ER

IL
and oriented toward

AV

IT
TR
external reality.

Y
EX
Who is more oriented
Hallmark of neurotics is GENES FACTOR
N toward inner reality and
I O

NE
that they exhibit an S tends to exhibit a
ER
UO
anxiety level V preference towards a well-
O

TI
disproportionate to the TR
CS
IN ordered life.

M
realities of the situation.
PERSONALITY TRAITS
People are born with personality traits, and they
are influenced by our genetics.
Environmental, social andsituational factors can
influence these traits, but the influence is
minimal
External influences can be amplify the effects of
some traits, but the traits themselves remain
stable over time.
External influences matter to about 25% of the
influences, whereas the majority 75% is genetic.
RAYMOND CATTELL (1950)
SURFACE TRAITS AND SOURCE TRAITS
23 source traits in normal
persons
16 are studied in details (16PF)

CONSTITUTIONAL AND ENVIRNMENTAL TRAITS

ABILITY, TEMPERAMENT AND DYNAMIC TRAITS

RAYMOND CATTELL (1950)
Personality is a way to understand how a human being will react in a
particular situation.
R= f(S,P)
R= a person's response which can be doing, thinking or verbalising.
f= function
S= Stimulus provided by the situation
P= personality structure, which is heavily influenced by personality
traits.
Response in any situation is a function of 2 variables- stimulus and
personality.
Traits are important as they are quantifiable.
GREAT MAN THEORY
 "Leaders are born, not
made"

Leadership calls for

certain qualities like
commanding personality,
charm, courage,
intelligence, pursuasive
and aggressiveness.
 THOMAS CARLYLE

“HE HISTORY OF THE WORLD IS BUT

THE BIOGRAPHY OF GREAT MEN

07
 The leaders are born and not
made and posses certain traits
which were inherited

ASSUMPTIONS Great leaders can arise when

there is a great need.
 A leader is the Earlier leadership
one gifted with was considered
unique qualities as a quality
that capture the associated mostly
imagination of with the males
the masses
Theory A leader is a hero Traits remain
who stable over time
accomplishes and across
goals against all different groups
odds for his
followers
 CRITICISM
Typical Masculine Traits
CONTINGENCY THEORIES
 Behavioral Perspective of Leadership

Ohio State University Studies

Initiating Structure ______________________ Consideration

Michigan State University Studies

Task Oriented __________________________Relationship
oriented

Leadership Grid – Blake and Mouton

1,1 – Impoverished
1,9 – Country Club Management
9,1 – Authority Compliance
5,5 – Middle of The road management
9,9 – Team Management
Group 6
Understanding the Blake
and Mouton Leadership
Grid
A Framework for Effective Leadership
Blake and Mouton Leadership Grid
The Blake and Mouton Leadership Grid, also known as the
Managerial Grid, is a leadership and management model
developed by Robert R. Blake and Jane S. Mouton in the
1960s.
It is a framework for understanding and assessing leadership
styles based on two key dimensions: concern for people and
concern for production or task orientation. These two
dimensions are represented as a grid with a range of possible
leadership styles.
Blake and Mouton defined five
leadership styles
 Key components –
Blake and Mouton Leadership Grid:
Here are the key components of the Blake and Mouton Leadership
Grid:
1. Concern for People (Y-Axis):
This dimension measures a leader's level of concern for the well-
being, satisfaction, and interpersonal relationships of their team
members. Leaders who are high on this dimension prioritize the
needs and development of their employees and strive to create a
positive working environment.
2. Concern for Production (X-Axis):
This dimension assesses a leader's focus on achieving
organizational goals, productivity, and task accomplishment. Leaders
who are high on this dimension emphasize getting the job done
efficiently and effectively.
Five Leadership Styles:
Country Club Management
Team Management
Impoverished Management
Authority-Compliance Management
Middle-of-the-Road Management
Country Club Management
Leaders with high concern for people but low concern for
production. They prioritize creating a friendly and comfortable work
environment but may fail to achieve high levels of productivity.

Team Management
Leaders who balance high concern for both people and production.
They are seen as the ideal leaders who emphasize teamwork,
collaboration, and achieving results while maintaining positive
interpersonal relationships.
Impoverished Management
Leaders with low concern for both people and production. They
are generally disengaged and uninvolved, resulting in low
productivity and poor employee morale.

Authority-Compliance Management
Leaders who focus primarily on task accomplishment and
productivity with little concern for the well-being of their employees.
They tend to be autocratic and directive.
Middle-of-the-Road Management

Leaders who strike a balance between concern for people and

production but do not excel in either dimension. They aim for a
moderate level of both task accomplishment and employee
satisfaction.
Advantages Disadvantages
The Managerial Grid provides a Blake and Mouton’s Managerial
quick and concrete overview of Grid is behavioural and does not
leadership styles and include situational aspects
behaviours thanks to its It does not suggest that leaders
graphical approach can and should switch between
The leadership styles of the
Grid theory are self-explanatory the different styles
with obvious outcomes Grid theory does not take team
It shows that a leader can development into account,
display several types of making different styles useful at
behaviours at the same time, a various stages of team maturity
novelty back in its inception
days
Summary
The Blake and Mouton Leadership Grid serves as a
tool for individuals and organizations to assess their
leadership style and identify areas for improvement.
It highlights the importance of finding a balance
between task orientation and people orientation to
achieve effective leadership. Leaders are
encouraged to strive for the Team Management
style, which is considered the most effective and
balanced approach.
CONTINGENCY THEORIES

Fiedler's Contingency Theory

Situational Leadership Theory
 Leadership style
Task-oriented or Controlling,
structuring leadership under which
FIELDLER'S the leader gains satisfaction from
seeing tasks performed.
CONTINGENCY
THEORY Relationship-oriented or
considerate leadership under which
the leader tries to achieve good
interpersonal relation with the
subordinate.
 Contingency Perspective of leadership

Fiedler’s LPC Contingency Model

Best leadership style depends upon
Leader-Member Relations – the degree of confidence ,
trust, and respect for each other (Good or Bad)
Task Structure – the degree to which tasks are
structured (High or Low)
Leader Position Power– the degree of power and
influence a leader has over subordinates (Strong or
Weak)
 Least-Preferred Co-worker
Scale (LPC)
FIELDLER'S Pleasant..............Unpleasant
CONTINGENCY Friendly...............Unfriendly
THEORY Accepted.............Rejected
THEORY CONCLUSION
TASK- RELATIONSHIP TASK-
ORIENTED -ORIENTED ORIENTED
STYLE CONSIDERATE STYLE
STYLE
Situation
Favourable Unfavourable
intermediate in
leadership leadership
favourableness for
situation situation
leader
Leadership Styles

High LPC Leaders: Relationship Oriented

Low LPC Leaders: Task Oriented
 I II III IV V VI VII VIII

Leader-Member Good Good Good Good Poor Poor Poor Poor

Relations

Task Structure High High Low Low High High Low Low

Leader Position Strong Weak

Strong
Weak
Strong
Weak
Strong
Weak
Power
 Results:
Task-oriented leaders perform better in
situation I, II, III, VII, and VIII.

Relationship oriented leaders perform

better in situations IV, V, and VI.
 Hersey and Blanchard’s Contingency
Theory
(Situational leadership Theory (SLT))
Leadership style is the consistent pattern of
behavior that one exhibits when one attempts to
influence the activities of people by either task
behavior or relationship behavior, or combination
of both.
This model relies on the maturity level of followers
Maturity is defined as the capacity to set high but
attainable goals, willingness to take responsibility,
and education and/or experience of an individual or
a group.

Job Maturity
Psychological Maturity
LEADERSHIP STYLES

a. Low Maturity (M1): Telling Style (S1) High Task and

Low Relationship Behavior
b. Low to Moderate Maturity (M2): Selling Style (S2)
High Task and High Relationship Behavior
c. Moderate To High Maturity (M3): Participating Style
(S3) High Relationship and Low Task Behavior
d. High Maturity (M4): Delegating Style (S4) Low
Relationship and Low Task Behavior
 Is There Only One Appropriate Style?

MATURITY OF “BEST “SECOND “THIRD BEST” LEAST EFFECTIVE

THE FOLLOWER STYLE” BEST” STYLE STYLE STYLE

S1 S2 S3
M1 (Low) S4 (Delegating)
(Telling) (Selling) (Participating)

M2 (Low to
S2 S1 and S3 S4
Moderate)

M3 (Moderate to
S3 S2 and S4 S1
High)

M4 (High) S4 S3 S2 S1
THEORY CONCLUSION
TASK- RELATIONSHIP TASK-
ORIENTED -ORIENTED ORIENTED
STYLE CONSIDERATE STYLE
STYLE
Situation Unfavourable
Favourable
intermediate in leadership
leadership situation
favourableness for situation
leader
Situational
Leadership
Theories
 Situational
Leadership Styles

"Common-sense, Contingency-based
leadership model that consists of
four common leadership styles."
STYLE 1
Telling
Directing
Guiding

"Leader using moderate to high

amounts of Task Behavior and
moderate to low amounts of
Relationship Behavior."
 STYLE 2
Selling
Coaching
Explaining

"Style 2 is intended to create buy-in

and understanding."
 STYLE 3
Participating
Facilitating
Collaborating

"The objective of Style 3 is to create

alignment"
 STYLE 4
Delegating
Empowering
Monitoring

"The intent of Style 4 is to

create/enhance task mastery and
autonomy."
 Transformational, Transactional and
Charismatic Leadership
Transformational Leaders: Leaders are truly transformational when
they increase awareness of what is right, good, important and
beautiful, when they help to elevate followers' needs for achievement
and self-actualization.
Transactional Leaders: Leaders who favor this style create defined
structures including a clear chain of command. They work on the
assumption that once a deal is struck between boss and subordinate,
all authority passes on to the former, while responsibility rests with the
latter.
Charismatic leaders: Charisma depends upon interpersonal
attraction where a follower develops lots of respect and reliance in the
leader whom he admires.
TRANSFORMATIONAL
THEORY
Transformational
Theory
ASSUMPTIONS
People will follow a person who
inspires them.
A person with vision and passion
can achieve great things.
The way to get things done is by
injecting enthusiasm and energy.
ROSENBLATT'S
TRANSACTIONAL
THEORY
 ASSUMPTIONS
People perform their best when the chain of
command is definite and clear.
Rewards and punishments motivate workers.
Obeying the instructions and commands of
the leader is the primary goal of the followers.
Subordinates need to be carefully monitored
to ensure that expectations are met.
 ?
QUESTIONS!
THANK YOU