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com

What do you think are the key

qualities of effective leaders?
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Leadership Theories
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Preview
Definition of Leadership
The Evolution
Traditional Leadership Theories
“New” Leadership Theories
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Leadership
• Leadership Defined
– The process of inspiring, influencing, and guiding others
to participate in a common effort.
• Formal Leadership
– The process of influencing relevant others to pursue
official organizational objectives.
• Informal Leadership
– The process of influencing other to pursue unofficial
objectives that may or may not serve the organization’s
interests.
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The Evolution of Leadership

Theory
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Traditional Leadership Theories

Leaders = ‘Influence Mandators’

Trait Theories
Style Theories
Contingency Theories
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‘New’ Leadership Theories

Leaders = ‘Managers of Meaning’

Transactional Leadership
Transformational Leadership
Level 5 Leadership
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Traditional Leadership Theories

Trait theories:
Is there a set of characteristics that determine a good
leader?
Personality?
Dominance and personal presence?
Charisma?
Self confidence?
Achievement?
Ability to formulate a clear vision?
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Traditional Leadership Theories

Behavioural:

Structure based behavioural theories – focus

on the leader instituting structures – task
orientated
Relationship based behavioural theories –
focus on the development and maintenance
of relationships – process orientated
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Traditional Leadership Theories

contd…
Behavioral Styles Theory

WWII studies of the patterns of leader

behaviours (leadership styles) rather than who
the leader was (traits).

Democratic style
Authoritarian style
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Traditional Leadership Theories
contd…
The Ohio State Model
Initiating structure: leader’s efforts to get things
organized and get things done.
Consideration: the degree of trust, friendship, respect,
and warmth that the leader extended to subordinates.
Identified four leadership styles
Low structure, high consideration
High structure, high consideration
Low structure, low consideration
High structure, low consideration
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Traditional Leadership Theories contd…

The Leadership Grid®

The belief that there is one best style of
leadership.
Concern for production: the desire to achieve
greater output, cost-effectiveness, and profits.
Concern for people: promoting friendships, helping
coworkers get the job done, and attending to
things that matter to people.
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Traditional Leadership Theories contd…

Fiedler’s Contingency Theory
Performance of the leader depends on:
the degree to which the situation gives the leader
control and influence (favorableness of the
situation).
the leader’s basic motivation to either accomplish
the task or having supportive relationships with
others (task or relationship motivation).
The challenge is to match the leader with a
suitable situation
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‘New’ Leadership Theories

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Transactional Theories

Focus on the management

of the organisation
Focus on procedures and efficiency
Focus on working to rules
and contracts
Managing current issues
and problems
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Transformational Leaders…
 Do not accept the status quo
 Create a graphic and compelling vision of the future
 Act as role models
 Are often referred to as “tough”
 Energise and inspire others
 Are said to be “charismatic” (Greek = gift)
 Are very instrumental in times of turbulence / crises
 Provide sense of individual consideration
 Provide stimulation (intellectual and emotional)
 May be able to train people in transformational
characteristics
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Level 5 Leadership Hierarchy

Level 5: Executive builds enduring greatness through a
paradoxical blend of personal humility and professional will
Level 4: Effective Leader catalyses commitment to vigorous
pursuit of a clear and compelling vision, stimulating higher
performance standards
Level 3: Competent Manager organises people and resources
toward the effective and efficient pursuit of predetermined objectives
Level 2: Contributing Team Member contributes individual
capabilities to the achievement of group objectives and works
effectively with others in a group setting
Level 1: Highly Capable Individual makes productive
contributions through talent, knowledge, skills and good work habits

(Jim Collins, 2001, Good to Great)

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View from the Top:

‘Level 5’ Leaders
“Are a study in duality: they are modest and willful, shy and
fearless. They act with quiet, calm determination and they rely
principally on inspired standards, not inspiring charisma, to
motivate. They channel their ambition into the company, not
the self. They also ‘look in the mirror, not the window, to
apportion responsibility for poor results, never blaming other
people, external factors or bad luck. Similarly, they look out of
the window to apportion credit for the company’s success to
employees, external factors or good luck.”
(Jim Collins, 2001, Good to Great)
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In Conclusion…
“Leadership, then, is not just a theoretical
arena but one with critical implications for
us all and the limits of leadership--what
leaders can do and what followers allow
them to do--are foundational aspects of
this arena. Leadership, in effect, is too
important to be left to leaders”

(Keith Grint, 2005)

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Jayesh
Vikash

Priyanka

Anoop

Mohit Suhaib