CONTEMPORARY LEADER-

MANAGER THEORIES
MOTIVATIONAL THEORIES
THEORY X & Y
THEORY Z
BEHAVIORAL MANAGEMENT THEORIES
SITUATIONAL THEORY
INTERACTIONAL THEORY
TRANSFORMATIONAL LEADERSHIP
THEORY
 MOTIVATIONAL THEORIES
 
"movere" - to move
4 MAJOR MOTIVATIONAL
  THEORIES
Motivation  

internal drive that

activates behavior and Maslow's hierarchy of needs
gives it direction.
ERG theory

Motivation theory Herzeberg's dual factors

processes that describe theory
why and how human
behavior is activated McClelland's learned
and directed. needs theory
 
The Process of Motivation
 THEORY X & Y
THEORY X(authoritarian management style)
traditional management

theory lead to mistrust, highly restrictive

supervision, and a punitive atmosphere
THEORY Y(participative management style)
positive set of beliefs about workers.

the role of managers is to organize the workplace, to

delegate autonomy and responsibility and to decentralize
authority

develop the climate of trust with employees that is

required for human resource development.
 Theory X
Work is inherently distasteful to
most people
Most people are not ambitious,
have little desire for responsibility
and prefer to be directed.
Most people have
Motivation occurs only at
physiological and safety levels
Most people must be closely
controlled and often coerced to
achieve organisational objectives
Theory Y
Work is an natural as play if the
conditions are favorable
Self-control is often indispensable
in achieving organizational goals.
The capacity for creativity in
solving organisational problems is
distributed widely in the
population
Motivation occurs at social, esteem
and self – actualisation levels as
well as physiological and safety
levels.
People can be self directed and
creative at work if properly
motivated.
 Y Z
EOR
PRINCIPLES

TH Long-term employment
A combination of all Consensual decision-
that's best about making
theory Y and modern Individual responsibility
Japanese and
Slow evaluation and
American promotion
management.
  Informal control with
Tends to promote formalized measures
stable employment, Moderately specialized
high productivity, and career path
high employee morale Holistic concern
and satisfaction.
 THEORY Z
 ASSUMPTIONS
employees want to build cooperative relationships with
their employers, peers, and other employees in the
firm
require high degree of support in the form of secure
employment and facilities for development of multiple
skills through training and job rotation
they value family life, culture and traditions, and social
institutions as much as material success

they have well-developed sense of dedication, moral

obligations, and self-discipline
they can make collective decisions through consensus.
BEHAVIORAL MANAGEMENT THEORY

Human Relations
Addresses human dimension of work.

Behavior management
Maintaining order

All of the actions and conscious inactions to

enhance the probability of people choose
behaviors which are personally fulfilling,
productive, and socially acceptable.
BEHAVIORAL MANAGEMENT THEORY
Modeling and Reinforcement
Elton Mayo's Modeling is much more effective
Hawthorne studies  than instruction giving.
That human relations  
and the social needs of The role of rewards has been
workers are crucial implicated in the building of
aspects of business self-control and empathy.
management.  
  Cooperation seems particularly
 Mild Punishment susceptible to rewards.
Response cost  
Time-out Sharing is another prosocial
behavior influenced by
reinforcement.  
SITUATIONAL LEADERSHIP THEORY
there is no single best
style of leadership  
“meet a follower where
they are”
Effective leadership is
task-relevant
follower’s readiness
level
level of ability to do
what is needed
level of willingness to
do what is needed
LEADERSHIP STYLE
S1: Telling
High directive/low supportive
leader
S2: Selling/coaching
High directive/high
supportive behavior
S3: Participating
High supportive/low directive
leader behavior  
S4: Delegating
Low supportive/low directive
leader behavior
 SITUATIONAL LEADERSHIP THEORY
MATURITY LEVELS DEVELOPMENT LEVEL
M1 – They lack the specific skills,
unable and unwilling to take D4 – High competence
responsibility and high commitment
 

M2 – They are still unable to take on D3 – Moderate to high

responsibility however, they are competence and
willing to work variable commitment
 

M3 - They are experienced and able D2 – Some to low

to do the task but lack the competence and low
confidence to take on responsibility
  commitment
M4 - They are experienced at the
D1 – Low competence
task and comfortable with their
own ability to do it well. and high commitment
INTERACTIONAL LEADERSHIP THEORY
SCHEIN
Humans as complex beings whose working
environment was an open system to which they
Leadership as a responded.
process of  

System – set of objects, with relationships between

influencing the objects and between their attributes.
others within an
SYSTEMS THEORY
organizational
People are very complex and highly variable.
culture and the
interactive People’s motives do not stay constant
relationship of Goals can differ in various situations
the leader and A person’s performance and productivity are
follower. affected by the nature of the task and by his or her
ability, experience, and motivation.
No single leadership strategy is effective in
every situation.
INTERACTIONAL LEADERSHIP THEORY
BRANDT
HOLLANDER
Leadership as a dynamic Leaders develop a work
two-way process environment that fosters
Basic elements: autonomy and creativity
The leader through valuing and
The followers empowering followers.
The situation Affirms the uniqueness
of each individual. 
KANTER
Title and position authority were no longer sufficient
to mold a workforce where subordinates are
encouraged to think for themselves, and instead
managers must learn to work synergistically with
others.
 TRANSFORMATIONAL LEADERSHIP THEORY
Leadership approach that creates valuable and positive change in the
followers with the end goal of developing followers into leaders.
Leaders and followers help each other to advance to a higher level of
morale and motivation.

FOUR ELEMENTS
Individualized Consideration - leader attends to each follower's
needs, acts as a mentor or coach to the follower and listens to
the follower's concerns and needs.
Intellectual Stimulation - leader challenges assumptions, takes
risks and solicits followers' ideas.
Inspirational Motivation - leader articulates a vision that is
appealing and inspiring to followers.
Idealized Influence - Provides a role model for high ethical
behavior, instills pride, gains respect and trust.
TRANSFORMATIONAL LEADERSHIP THEORY

Progress is not assured.

Leader using this style can be very
Transformational influential, but they change very
Leaders In little.
Everyday Life
These people are good at
Parents “rearranging the deck chairs on the
Coaches Titanic", but they can’t keep the ship
Religious from sinking.
Leaders For transformational leaders to
Entrepreneurs always make things better, we
would have to assume a set of
virtues and an ability to make wise
decisions.