Types and Approaches to Leadership

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AteneoAteneo de Nagade Naga UniversityUniversity

Naga CityNaga City



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.



LEADERSHIP THEORIES

1.TRAITAPPROACH

2.BEHAVIOURAL APPROACH

3.SITUATIONAL APPROACH



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



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



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.



BEHAVIOURAL APPROACHBEHAVIOURAL APPROACH

AutocraticAutocratic

Participative or supportiveParticipative or supportive

Instrumental or instrumental Instrumental or instrumental supportivesupportive



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.



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



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.



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.



PathPath--Goal Situations &Goal Situations &Preferred Leader BehaviorPreferred Leader Behavior



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



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



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



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



LEADERSHIP STYLES

Leadership styles refer to a leader¶s

behaviour.

It is the result of the philosophy,

personality and experience of the

leader.



Kurt Lewin's Leadership Styles

Autocratic

Democratic

Laissez Faire



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..



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



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.



Other Leadership Styles

Functional Leader

Institutional Leader

Paternalistic Leader



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.



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.



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.

Types and Approaches to Leadership

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