Behavioral theories of leadership
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Transcript of Behavioral theories of leadership
Behavioral theories of Leadership
Presented by- Joshna Ashish
Bhatta Lalit Chauhan Saurabh
Bhati Ankit
Chauhan
Behavioral Theory of Leadership is a leadership theory that considers the observable actions and reactions of
leaders.
Assumptions
Leaders can be made, rather than are bornSuccessful leadership is based on definable
learnable behavior
Implication:
Leadership capability can be learned.
Three types of styles:-Autocratic leaders Exploitative Benevolent autocratic autocraticParticipative leadersFree reign
Exploitative autocracticThe leader has a low concern for people and uses such methods as threats and other fear-based methods to achieve conformance.
Benevolent Autocratic
•Sees himself as a superior, father figure.
• Makes all the important decisions and then convinces his subordinates to go along with them.
• He may allow some decisions to be made by some subordinates within a framework set by himself.
• Rewards as well as punishments may be used to 'motivate' people
Participative Leader
•Complete confidence and
trust in his colleagues
• All the relevant actors are called
together to discuss the issues
• The majority view is taken as the final
decision.
• Transferring and delegating
some authorities.
• Defines limits and ask group to
take decision.
Free Reign
• ‘Let it be’ – the leadership
responsibilities
are shared by all
•Manager gives full authority to
subordinates
• Relies on capable team work
• Can be very useful
in businesses where creative
ideas are important
• Full trust and confidence among
team members
• Group members work themselves and provide their own motivation.
MANAGERIAL GRID
Robert Blake and Jane Mouton
Country Club Team Management
Organization Man Management
Impoverished Management
Authority Obedience
Impoverished Mgmt.
(1,1)
Low concern to production
Low concern to
people
Someone waiting for retirement
Doing only enough to
keep the job
Authority Obedience
(9,1)
Autocratic
Low concern for people
High concern for production
Exercise Power and Authority
Country Club (1,9)
Desires to be liked by employees
Neglects production
aspects
Low task performanc
e
High emphasis on feelings and
emotions of employees
Organization-Man
Mgmt. (5,5)
Goes along with the majority
Does not push the boundaries of achievement
Maintain the balance between goal of company and employees
Non of the variables are fully achieved
Team Managemen
t (9,9)
EmpowermentFocusTrust
Focus on employee
satisfaction
High concern to production
Best leadership approach