Download - Types and Approaches to Leadership
8/7/2019 Types and Approaches to Leadership
http://slidepdf.com/reader/full/types-and-approaches-to-leadership 1/30
AteneoAteneo de Nagade Naga UniversityUniversity
Naga CityNaga City
8/7/2019 Types and Approaches to Leadership
http://slidepdf.com/reader/full/types-and-approaches-to-leadership 2/30
LEADERSHIP
According to Koontz and o Donnellit is the art of including thesubordinates to accomplish theirassignments with zeal and confidence.Zeal reflects earnestness and intensityin execution of work; confidencereflects experience and technicalability.
8/7/2019 Types and Approaches to Leadership
http://slidepdf.com/reader/full/types-and-approaches-to-leadership 3/30
LEADERSHIP THEORIES
1.TRAITAPPROACH
2.BEHAVIOURAL APPROACH
3.SITUATIONAL APPROACH
8/7/2019 Types and Approaches to Leadership
http://slidepdf.com/reader/full/types-and-approaches-to-leadership 4/30
TRAIT APPROACHTRAIT APPROACH
KeithKeith davisdavis has summarized four of has summarized four of the major traits which might have anthe major traits which might have animpact on successful organizationalimpact on successful organizational
leadership. They are:leadership. They are: IntelligenceIntelligence
Socialmaturity and breath:Socialmaturity and breath:
Innermotivation and Innermotivation and achievement drivesachievement drives
Human relations attitudeHuman relations attitude
8/7/2019 Types and Approaches to Leadership
http://slidepdf.com/reader/full/types-and-approaches-to-leadership 5/30
Intelligence:Intelligence: Research has shownResearch has shownthat generally a leader has higherthat generally a leader has higher
intelligence than the averageintelligence than the averageintelligence of the followers. Howeverintelligence of the followers. Howeverthe leader cannot be exceedinglythe leader cannot be exceedingly
much more intelligent than hismuch more intelligent than hisfollowersfollowers
Social maturity and breath:Social maturity and breath:Leaders tend to be emotionally stableLeaders tend to be emotionally stableand mature and to have broadand mature and to have broadinterests and activities. They have aninterests and activities. They have an
assured, respectful self concept assured, respectful self concept
8/7/2019 Types and Approaches to Leadership
http://slidepdf.com/reader/full/types-and-approaches-to-leadership 6/30
Innermotivation and Innermotivation and achievement drives:achievement drives: Leaders haveLeaders have
relatively intense motivational drivesrelatively intense motivational drivesof the achievement type. They striveof the achievement type. They strivefor intrinsic than extrinsic rewards.for intrinsic than extrinsic rewards.
Human
relations
attitude:Hu
man
relations
attitude:Successful leaders recognize theSuccessful leaders recognize the
worth and dignity of their followersworth and dignity of their followersand are able to empathize with them.and are able to empathize with them.
According to research studies leadersAccording to research studies leaderspossess consideration and arepossess consideration and areemployee centered rather thanemployee centered rather than
production centered.production centered.
8/7/2019 Types and Approaches to Leadership
http://slidepdf.com/reader/full/types-and-approaches-to-leadership 7/30
BEHAVIOURAL APPROACHBEHAVIOURAL APPROACH
AutocraticAutocratic
Participative or supportiveParticipative or supportive
Instrumental or instrumental Instrumental or instrumental supportivesupportive
8/7/2019 Types and Approaches to Leadership
http://slidepdf.com/reader/full/types-and-approaches-to-leadership 8/30
8/7/2019 Types and Approaches to Leadership
http://slidepdf.com/reader/full/types-and-approaches-to-leadership 9/30
Instrumental or Instrumental Instrumental or Instrumental Supportive: Supportive: InstrumentalInstrumental behaviourbehaviour of of
leadership emphasizes the leaders role asleadership emphasizes the leaders role asa manager in the rational aspects of a manager in the rational aspects of management namely planning, organizing,management namely planning, organizing,controlling etc.controlling etc.
8/7/2019 Types and Approaches to Leadership
http://slidepdf.com/reader/full/types-and-approaches-to-leadership 10/30
SITUATIONAL APPROACHSITUATIONAL APPROACH
StagdillStagdill and his associates researchand his associates researchfindings revealed that leadership ability isfindings revealed that leadership ability isheavily affected by situational factors likeheavily affected by situational factors like
their job, the organizational environment their job, the organizational environment in which they operated history of thein which they operated history of theenterprise, community in which theenterprise, community in which theorganization operates, psychologicalorganization operates, psychologicalclimate of the group their characteristics,climate of the group their characteristics,group member personalities and culturalgroup member personalities and culturalinfluences and so oninfluences and so on
8/7/2019 Types and Approaches to Leadership
http://slidepdf.com/reader/full/types-and-approaches-to-leadership 11/30
CONTIGENCY THEORIES:CONTIGENCY THEORIES:THE F IEDLER MODEL: THE F IEDLER MODEL: Fred E. Fiedler argued that Fred E. Fiedler argued that
effectiveness depends on two interacting factors:effectiveness depends on two interacting factors:leadership style and the degree to which the situationleadership style and the degree to which the situationgives the leader control and influence. Three things aregives the leader control and influence. Three things areimportant here:important here:The relationship between the leaders and The relationship between the leaders and
followers:followers: If leaders are liked and respected theyIf leaders are liked and respected theyare more likely to have the support of others.are more likely to have the support of others.The structure of the task:The structure of the task: If the task is clearlyIf the task is clearlyspelled out as to goals, methods and standards of spelled out as to goals, methods and standards of performance then it are more likely that leaders willperformance then it are more likely that leaders willbe able to exert influence.be able to exert influence.Position power:Position power: If an organization or group confersIf an organization or group conferspowers on the leader for the purpose of getting thepowers on the leader for the purpose of getting thejob done, then this may well increase the influence of job done, then this may well increase the influence of
the leader.the leader.
8/7/2019 Types and Approaches to Leadership
http://slidepdf.com/reader/full/types-and-approaches-to-leadership 12/30
8/7/2019 Types and Approaches to Leadership
http://slidepdf.com/reader/full/types-and-approaches-to-leadership 13/30
THE PATH THE PATH--GO AL THEORY:GO AL THEORY:
PathPath--goal theory identifies four kinds of leadergoal theory identifies four kinds of leaderbehavior.behavior.
directive leader behavior directive leader behavior -- letting subordinatesletting subordinatesknow what is expected of them, giving guidance andknow what is expected of them, giving guidance anddirection, and scheduling work.direction, and scheduling work.
supportive leader behavior supportive leader behavior -- being friendly andbeing friendly and
approachable, showing concern for subordinateapproachable, showing concern for subordinatewelfare, and treating members as equals.welfare, and treating members as equals.
participative leader behavior participative leader behavior -- consultingconsultingsubordinates, soliciting suggestions, and allowingsubordinates, soliciting suggestions, and allowing
participation in decision making.participation in decision making. achievementachievement--oriented behavior oriented behavior -- settingsetting
challenging goals, expecting subordinates to performchallenging goals, expecting subordinates to performat high levels, encouraging subordinates and showingat high levels, encouraging subordinates and showing
confidence in subordinates' abilities.confidence in subordinates' abilities.
8/7/2019 Types and Approaches to Leadership
http://slidepdf.com/reader/full/types-and-approaches-to-leadership 14/30
PathPath--Goal Situations &Goal Situations &Preferred Leader BehaviorPreferred Leader Behavior
8/7/2019 Types and Approaches to Leadership
http://slidepdf.com/reader/full/types-and-approaches-to-leadership 15/30
CONTEMPORARY THEORIESCONTEMPORARY THEORIES
Transactional LeadersTransactional Leaders
Clarify the role and task requirementsClarify the role and task requirements
of subordinatesof subordinates Initiate structureInitiate structure
Provide appropriate rewardsProvide appropriate rewards
Display consideration for subordinatesDisplay consideration for subordinates
Meet the social needs of subordinatesMeet the social needs of subordinates
8/7/2019 Types and Approaches to Leadership
http://slidepdf.com/reader/full/types-and-approaches-to-leadership 16/30
Charismatic LeadersCharismatic Leaders
The ability to inspireThe ability to inspireMotivate people to do more thanMotivate people to do more than
they would normally dothey would normally do
Tend to be less predictable thanTend to be less predictable thantransactional leaderstransactional leaders
Create an atmosphere of change
Create an atmosphere of change
MayMay be obsessed by visionary ideasbe obsessed by visionary ideas
8/7/2019 Types and Approaches to Leadership
http://slidepdf.com/reader/full/types-and-approaches-to-leadership 17/30
Transformational LeaderTransformational Leader
Similar to charismatic leadersSimilar to charismatic leaders Distinguished by their special ability to bringDistinguished by their special ability to bring
about innovation and change byabout innovation and change by
Recognizing followers needs andRecognizing followers needs andconcernsconcerns
Helping them look at old problems in newHelping them look at old problems in new
wayswaysEncouraging them to question the statusEncouraging them to question the status
quoquo
8/7/2019 Types and Approaches to Leadership
http://slidepdf.com/reader/full/types-and-approaches-to-leadership 18/30
TEAM LEADERTEAM LEADER
Leadership is increasingly taking placeLeadership is increasingly taking placewithin a team context. The role of teamwithin a team context. The role of teamleader is different from the traditionalleader is different from the traditional
leadership role. The challenge for most leadership role. The challenge for most managers is learning how to become anmanagers is learning how to become aneffective team leader. There are four basiceffective team leader. There are four basicteam leadership roles: team leaders areteam leadership roles: team leaders are
liaisons with external constituencies,liaisons with external constituencies,troubleshooters, conflict managers andtroubleshooters, conflict managers andcoachescoaches
8/7/2019 Types and Approaches to Leadership
http://slidepdf.com/reader/full/types-and-approaches-to-leadership 19/30
LEADERSHIP STYLES
Leadership styles refer to a leader¶s
behaviour.
It is the result of the philosophy,
personality and experience of the
leader.
8/7/2019 Types and Approaches to Leadership
http://slidepdf.com/reader/full/types-and-approaches-to-leadership 20/30
Kurt Lewin's Leadership Styles
Autocratic
Democratic
Laissez Faire
8/7/2019 Types and Approaches to Leadership
http://slidepdf.com/reader/full/types-and-approaches-to-leadership 21/30
AUTOCRATIC LEADERAUTOCRATIC LEADER
An Autocratic leader will not An Autocratic leader will not entertainentertain any suggestions orany suggestions or
initiative from subordinates. Underinitiative from subordinates. Underthis type of leadership, one personthis type of leadership, one persondecides for the whole group. Andecides for the whole group. Anautocratic leader does not trust autocratic leader does not trust anybodyanybody..
8/7/2019 Types and Approaches to Leadership
http://slidepdf.com/reader/full/types-and-approaches-to-leadership 22/30
MeritsMerits::
It helps to make quick decisionsIt helps to make quick decisions Inefficient and insincere workers canInefficient and insincere workers can
easily be identifiedeasily be identified
DemeritsDemerits It kills initiatives for work and results inIt kills initiatives for work and results in
frustration among workers.frustration among workers.
It often gives scope for conflictsIt often gives scope for conflictsbetween the leader and his followersbetween the leader and his followers
8/7/2019 Types and Approaches to Leadership
http://slidepdf.com/reader/full/types-and-approaches-to-leadership 23/30
PARTICIPATIVE/DEMOCRATIC PARTICIPATIVE/DEMOCRATIC LEADERLEADER
AA democratic leader can win the cooperation of hisdemocratic leader can win the cooperation of hisgroup and can motivate them effectively andgroup and can motivate them effectively andpositively.positively.
MeritsMerits
The decision finally made is mutually accepted.The decision finally made is mutually accepted. It improves the job attitudes of the subIt improves the job attitudes of the sub--ordinate staff.ordinate staff.
DemeritsDemerits
this leadership is suitable only if the subordinates arethis leadership is suitable only if the subordinates are
all capable of making worthwhile suggestions.all capable of making worthwhile suggestions.
It may, sometimes be very difficult to evolve aIt may, sometimes be very difficult to evolve asolution that is acceptable to everyone.solution that is acceptable to everyone.
8/7/2019 Types and Approaches to Leadership
http://slidepdf.com/reader/full/types-and-approaches-to-leadership 24/30
8/7/2019 Types and Approaches to Leadership
http://slidepdf.com/reader/full/types-and-approaches-to-leadership 25/30
Other Leadership Styles
Functional Leader
Institutional Leader
Paternalistic Leader
8/7/2019 Types and Approaches to Leadership
http://slidepdf.com/reader/full/types-and-approaches-to-leadership 26/30
FUNCTIONAL LEADERFUNCTIONAL LEADER
A functional leader is one who isA functional leader is one who isan expert in a particular field of an expert in a particular field of activity. Such a leader alwaysactivity. Such a leader alwaysthinks of the task he hasthinks of the task he hasundertaken and spends most of undertaken and spends most of
his time finding out ways andhis time finding out ways andmeans of doing it better.means of doing it better.
8/7/2019 Types and Approaches to Leadership
http://slidepdf.com/reader/full/types-and-approaches-to-leadership 27/30
Merits Merits
The very presence of an expert isThe very presence of an expert is
beneficial to the followers and thebeneficial to the followers and theorganisation.organisation.
the subordinates can certainly enrich theirthe subordinates can certainly enrich their
job knowledge and skill.job knowledge and skill.DemeritsDemerits
The functional leader will not be able to goThe functional leader will not be able to go
down to the level of an average workerdown to the level of an average workerand offer any help.and offer any help.
Misunderstandings may also arise betweenMisunderstandings may also arise between
the leader and his followers.the leader and his followers.
8/7/2019 Types and Approaches to Leadership
http://slidepdf.com/reader/full/types-and-approaches-to-leadership 28/30
8/7/2019 Types and Approaches to Leadership
http://slidepdf.com/reader/full/types-and-approaches-to-leadership 29/30
8/7/2019 Types and Approaches to Leadership
http://slidepdf.com/reader/full/types-and-approaches-to-leadership 30/30
PATERNALISTIC LEADERPATERNALISTIC LEADER
A paternalistic leader takes care of hisA paternalistic leader takes care of hisfollowers in the way the head of the familyfollowers in the way the head of the familytakes care of the family memberstakes care of the family members
MeritsMeritsHe assumes a paternal role to protect his subHe assumes a paternal role to protect his sub--
ordinates.ordinates.
He is always ready to provide the necessaryHe is always ready to provide the necessary
physical amenities to the subphysical amenities to the sub--ordinatesordinatesDemeritsDemerits
He is not in a position to offer intellectual help toHe is not in a position to offer intellectual help tohis followers.his followers.