Theories of Leadership and Management

THEORIES
of
LEADERSHIP &
MANAGEMENT
MANAGEMENT
The process of coordinating actions,

leading and directing all or part of an
organization through the allocation of
resources to achieve organizational
goals.
THEORIES
of
MANAGEMENT
THEORIES OF MANAGEMENT
1. Scientific
Management
1900s
Focus: The
PROCESS to
identify
efficiency
Scientific Management
a. Frederick Taylor
w “Father of Management”
w “one best way to accomplish a task”
w 4 Principles of Scientific Management:
n Rule of Thumb
n Scientific Personnel System
n Qualifications
n Cooperative and interdependent

relationship
b. Frank and Lillian Gilbreth

wEstablished a work standard based on
the effects of fatigue on work
performance
wEmphasized benefits of job simplification
and the establishment of work standards.
wDevelop flow diagram, process chart and
merit-rating system
c. Henry Gantt
wDisciple of F. Taylor
wConcerned with problems of efficiency
wIntroduced detailed job description
wFormulated the Gantt Chart
wEmphasized the importance of job
security and staff development
2. Classic Organization
Studied the functions of managers.
Concluded that management is universal.
Management Process:
n Planning
n Organizing
n Leading & Directing
n Controlling
Classic Organization
Administrative Principle by
Henry Fayol 1841 - 1925
This theory dealt with the entire organization (both
workers and management) which functioned with four
basic principles. Which are:
Unity of command
– Each person receives order from only one superior.
Division of work
– Specialization and efficiency were incorporated in
workers.
Unity of direction
– Related activities were group edunder one manager.
Scalar Chain
– is the organizational structure which starts from the
CEO’s to the laborers.
Classic Organization
b. Max Weber
w“Father of Organization Theory”
wTheory of Bureaucracy
wFocused on the organization as a whole
rather than solely on production
wEfficient Bases for Organization:
n Rules, instead of individuals
n Competence over favoritism

3. Human Relations Movement
Began in 1940
Focused on the effect individuals have on
the success or failure of an organization
Stresses the social environment
Chief Concerns:
n Individuals
n Group Processes
n Interpersonal relations
Human Relations Movement
a. Elton Mayo
n More employee participation in decision
– making
n The Hawthorne Studies
b. Kurt Lewin – Group Dynamics

w“Father or Modern Social Psychology”
wGroups have personalities of their own
wGroup forces can become individual
interests
c. Jacob Moreno – Sociometry

wDevelop “sociometry” to analyze group
behavior for maximal efficiency and
promotion of high morale.
wUtilize a “sociogram” used to calculate
which workers are capable of
harmonious interpersonal relationships.
4. Behavioral Science
Started in the 1950s
Focuses on psychological, sociological
and anthropological aspects of human
behavior in organizations.
Behavioral Science
a. Abraham Maslow
w Hierarchy – of – Needs Theory
w 5 Categories of Human Needs
n Psychological (Your Body)
n Safety (Your Family and Work)
n Love and Belongingness (Validation)
n Esteem (Brain Power)
n Self – actualization (Creativity)

Behavioral Science
b. Frederick Herzberg
wTwo – factor Theory
wMotivation Factors (Satisfiers)
wAchievement; recognition; work itself;
responsibility; advancement
wHygiene Factors (Dissatisfiers)
wSupervision, company policy; working
conditions; interpersonal relations with
superiors, peers and subordinates; job
security
Behavioral Science
c. Douglas McGregor
n Theory X and Y
n Describes two different attitudes toward
workforce motivation.
Behavioral Science
c. Douglas McGregor
Theory X Theory Y
n Avoid work n Like & enjoy work
n Dislike work n Self-directed
n Avoid responsibility n Seek responsibility
n Need threats to be n Imaginative &
motivated creative
n Need close supervision n Less supervision
n Motivated by rewards & n Participate in
punishment problem solving
Behavioral Science
d. William Ouchi, Richard Pascale, and

Anthony Athos
n Theory Z
nContrasts Japanese and American

organizations
Ouchi, Pascale and Athos
Japanese American
n Lifetime employment n Short-term
n Slow promotion n Rapid promotion
n Non-specialized n Specialized career
career path path
n Collective decision n Individual decision
making making
n Favors staff, skills, n Favors strategy,
style, superordinate structure, systems
goals
Behavioral Science
e. Chris Argyris
n Psychological Energy Theory
n “People will exert more energy to meet
their own needs than those of the

organization.”
n Matching people’s talents to
the job
Behavioral Science
f. Rensis Likert
- Identified three types of variables in
organizations.
a. Causal b. Intervening c. end result
- Identified four types of management
system
Four types of management
system
1.Exploitative – authoritative
2.Benevolent – authoritative
3.Consultative
4.Participative group
Blake and Mouton
n 2 Critical Dimensions of Leadership

Concern for people
Concern for production
Country Club Team
Manager Manager
1, 9 9, 9
Organization
Man Manager
5, 5
Impoverished Authority
Manager Manager
1, 1 9, 1
Behavioral Science
g. Paul Hersey and Kenneth Blanchard

n The most effective leadership style
depends on the readiness of the

followers.
Behavioral Science
h. Peter Drucker
n Introduced the concept of
management by objectives as a way

to direct managers.
6. Servant Leadership
Robert Greenleaf
n Leadership that serves people
n Puts serving first, takes a holistic

approach, shares decision – making,
and builds community
5. Transformational Leadership
1980’s – 1990’s
Stresses on the need for leadership versus
management, the importance of values,
and a commitment to service.
a. Bernard Bass
b. Warren Bennis and Burt Nanus
c. Goldsmith
7. Learning Organization
Peter Senge
n 5 Disciplines of a Learning Organization
w Systems thinking
w Personal mastery
w Mental models
w Shared vision
w Team learning
8. Emotional Intelligence
Daniel Goleman
n Gave importance on personal competence…
w Self – awareness
w Self – regulation
w Motivation
n …and emotional competencies
w Empathy
w Social Skills
9. Chaos or Quantum Leadership
The universe is not orderly.
Life does not progress in a linear fashion.
Leadership is about the journey and
helping others deal with changes.
The end
LEADERSHIP
The process of influencing others to

achieve a common goal.
The inspiration for desired responses
and getting work done through others.
THEORIES
of
LEADERSHIP
THEORIES OF LEADERSHIP
1. Great Man Theory

Aristotle
Some are born to
lead; others are
born to be led.
2. Charismatic Theory
Some people possess an inspirational
quality that makes others feel better
in their presence.
Leaders have strong conviction and
high self – confidence.
3. Trait Theory
Some have characteristics that make
them better leaders than the others.
Traits are inherited, but can also be
gained through learning and experience.
Examples: intelligence, initiative,
creativity, communication skills
Types:
n Authoritarian
n Democratic
n Laissez – faire
n Bureaucratic Style
n Authoritarian
wLeader maintains strong control, does
the planning, makes the decisions, and
gives orders.
wDirective, critical and punitive
wAppropriate for emergency situation
wDoes not develop people
n Democratic
wLeader maintains less control, asks
questions and makes suggestions.
wGroup is involved in planning, problem
solving and decision – making
wIncreases motivation and creativity
n Laissez – faire
wVery permissive, nondirective & passive
wNo planning, little cooperation
wInformal leaders emerge
wCan work with very mature,
autonomous workers
n Bureaucratic Style
wMore characteristics of a manager than
a leader
wUses rules and policies to guide the
staff with an autocratic approach to
directions, and expects compliance
4. Situational Theory
Traits required of a leader
differ according to varying
situations.
A person may be a leader in
one situation and a follower
in another.
5. Contingency Theory
Fred Fiedler (1960)
A leadership style will be effective or
ineffective depending on the situation.
3 Factors that Structure the Leader’s
Role
nLeader – Member Relations
nTask Structure
nPositional Power
6. Path – Goal Theory
The leader facilitates task
accomplishment by minimizing
obstructions to the goals and by
rewarding followers for completing
their tasks.
7. Situational Leadership Theory
Paul Hersey and Kenneth Blanchard
Emphasizes the importance of
maturity level of individuals or the
group, and the leader needs to
adapt leadership styles accordingly.
8. Transactional Theory
Focuses on management tasks and trade
– offs to meet goals
An exchange posture that identifies the
needs of followers and provides rewards
to meet those needs in exchange for
expected performance.
9.Transformational Leadership
Inspirational leadership
The leader is a role model who uses
individualized consideration,
provides a sense of direction, and
encourages self – management.
10. Integrative Leadership Model
The Leader, the Follower, and the
Situation – all influence leadership
effectiveness.
Diversity among Leaders
Diversity
Gender Differences
Racial Differences
Sexual Orientation Differences
Disabilities
n Americans with Disabilities Act
-End-

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THEORIES

The process of coordinating actions,

n Scientific Personnel System

n Cooperative and interdependent

b. Frank and Lillian Gilbreth

n Leading & Directing

n Competence over favoritism

b. Kurt Lewin – Group Dynamics

c. Jacob Moreno – Sociometry

n Safety (Your Family and Work)

n Love and Belongingness (Validation)

n Esteem (Brain Power)

n Self – actualization (Creativity)

n Describes two different attitudes toward

d. William Ouchi, Richard Pascale, and

nContrasts Japanese and American

n “People will exert more energy to meet

their own needs than those of the

n 2 Critical Dimensions of Leadership

g. Paul Hersey and Kenneth Blanchard

depends on the readiness of the

management by objectives as a way

n Puts serving first, takes a holistic

The process of influencing others to

1. Great Man Theory

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