Management Theory & Prac

Leadership

Leader: Someone who can influence other and has managerial authority.
Leadership: The process of influencing a group toward the achievement of goals.
Trait Theories Associated with Leadership:
Traits characteristics that might be used to differentiate leaders from non leaders. These are six traits :
1- Drive: leaders exhibit a high effort level. They have high desire for achievement. They are ambitious, have lot
of energy show initiative and are persistent.
2- Desire to Lead: Leaders have strong desire to influence and lead others. They demonstrate the willingness to
take responsibility.
3-Honesty & Integrity: Leaders build trusting relationships between themselves and followers by being truthful
and by showing high consistency between word and deed.
4- Self- confidence: Followers look to leaders for an absence of self-doubt. Leaders show self confidence in
convincing the followers of their rightness of goals and decisions.
5- Intelligence: Leaders need to be intelligent enough to gather, and interpret large amount of information, they
need to be able to create visions, solve problems and make correct decisions.
6- Job- relevant Knowledge: Effective leaders have a high degree of knowledge about the company, industry and
technical matters. In depth knowledge allows leaders to make well- informed decision and to understand the
implications of those decision.
Behavioral Theories:
Leadership Theories that identified behaviors that differentiated effective leaders from in effective leaders
These include:
1- Autocratic Style: A leader who tended to centralize authority, dictate work methods, make unilateral decisions,
and limit employee participation.

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2- Democratic Style: A leader who tended to involve employees in decision making, delegate authority,
encourage participation in deciding work methods and goals and use feedback as an opportunity for
coaching employees.

3- Faire Style: A leader who generally gave the group complete freedom to make decision and complete
the work in whatever way it saw fit.

4- Initiating Structure: The extent to which a leader was like to define and structure his role and the role
of group members in the search for goal attainment.

5-Consideration: The extent to which a leader had job relationships characterized by mutual trust and
respect for group members , ideas and feelings.

6- high- High Leader: A leader high in both initiating structure and consideration behaviors.

CONTINGENCY THEORIES OF LEADERSHIP

1- Fiedler Contingency Model: A leadership theory that proposed that effective group performance
depended on the proper match between a leaders style of interacting with his follower and the degree to
which the situation allowed the leader to control and influence.
2- Least Preferred Co Worker Questionnaire: A questionnaire that measured whether a leader was task or
relationship oriented.
3- Leader Member Relations: This describes the degree of confidence, trust and respect employees had
for their leader.

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4- Task Structure: The degree to which job assignments were formalized and procedures.
5- Position Power: The degree of influence a leader had over power-based activities such as hiring,
firing, discipline, promotions and salary increases.

PATH GOAL THEORY

Directive Leader: Lets subordinates know what is expected of them, schedules of work to be done
and give specific guidance how to accomplish tasks.
Supportive Leader: Is friendly and shows concern for needs of followers
Participative Leader: Consult with group members and uses their suggestions before making a
decision
Achievement Oriented Leader: sets challenging goals and expects followers to perform their highest
level.

TRANSFORMATIONAL TRANSACTIONAL LEADERSHIP

Transactional Leaders: Leaders who guide or motivate their followers in the direction of established
goals by clarifying role and task requirements.
Transformational Leaders: Leaders who provide individualized consideration, intellectual
stimulation and possess charisma.
Charismatic Leader: An enthusiastic , self confident leader whose personality and action influence
people to behave in certain ways.
Visionary Leadership: The ability to create and articulate a realistic, credible and attractive vision of
the future that improves upon the present situation.

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LEADER AND POWER:

Legitimate Power: \the power a leader has as a result of his position in the organization
Coercive Power: The power a leader has because of his ability to punish or control

Reward Power: The power a leader has because of his ability to give positive benefits or rewards

Expert Power: Influence that is based on expertise, special skills or knowledge

Referent Power: power that arises because of a persons desirable resources and personal traits.

Empowerment: Increasing the decision making discretion of workers

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