Types and Approaches To Leadership

 Ateneo de Naga University
 Naga City
LEADERSHIP
According to Koontz and o’ Donnell

“it is the art of including the
subordinates to accomplish their
assignments with zeal and confidence.
Zeal reflects earnestness and intensity
in execution of work; confidence
reflects experience and technical
ability.”
LEADERSHIP THEORIES
1.TRAIT
APPROACH
2.BEHAVIOURAL
APPROACH
3.SITUATIONAL
APPROACH
TRAIT APPROACH
Keith davis has summarized four of the
major traits which might have an impact
on successful organizational leadership.
They are:
 Intelligence
 Social maturity and breath:
 Inner motivation and achievement
drives
 Human relations attitude
 Intelligence: Research has shown
that generally a leader has higher
intelligence than the average
intelligence of the followers. However
the leader cannot be exceedingly much
more intelligent than his followers
 Social maturity and breath: Leaders
tend to be emotionally stable and
mature and to have broad interests and
activities. They have an assured,
respectful self concept
 Inner motivation and achievement
drives: Leaders have relatively intense
motivational drives of the achievement
type. They strive for intrinsic than
extrinsic rewards.
 Human relations attitude: Successful
leaders recognize the worth and dignity
of their followers and are able to
empathize with them. According to
research studies leaders possess
consideration and are employee centered
rather than production centered.
BEHAVIOURAL APPROACH
 Autocratic
 Participative or supportive
 Instrumental or instrumental
supportive
 Autocratic: An autocratic leader is one
who commands and expects compliance.
He is dogmatic and positive and leads by
his ability to withhold or give rewards
and punishments.
 Participative or Supportive: The
participative or supportive leadership
behaviour is based on the assumption that
people essentially want to participate, want
to accomplish and will work well if general
supervision is employed and where they
are allowed to use their own initiative and
support is given while accomplishing their
task.
 Instrumental or Instrumental
Supportive: Instrumental behaviour of
leadership emphasizes the leaders role as
a manager in the rational aspects of
management namely planning, organizing,
controlling etc.
SITUATIONAL APPROACH
 Stagdill and his associates research

findings revealed that leadership ability is
heavily affected by situational factors like
their job, the organizational environment
in which they operated history of the
enterprise, community in which the
organization operates, psychological
climate of the group their characteristics,
group member personalities and cultural
influences and so on
CONTIGENCY THEORIES:
THE FIEDLER MODEL: Fred E. Fiedler argued that
effectiveness depends on two interacting factors: leadership
style and the degree to which the situation gives the leader
control and influence. Three things are important here:
The relationship between the leaders and followers:
If leaders are liked and respected they are more likely to
have the support of others.
The structure of the task: If the task is clearly spelled
out as to goals, methods and standards of performance then
it are more likely that leaders will be able to exert influence.
Position power: If an organization or group confers
powers on the leader for the purpose of getting the job
done, then this may well increase the influence of the
leader.
SITUATIONAL LEADERSHIP THEORY
 It is a contingency theory that focuses

on followers' readiness. Readiness
refers to the extent to which people have
the ability and willingness to accomplish
a specific task. There are four stages of
readiness: able and willing, able and
unwilling, unable and willing and
unable and unwilling
THE PATH-GOAL THEORY:
Path-goal theory identifies four kinds of leader
behavior.
 directive leader behavior - letting subordinates
know what is expected of them, giving guidance and
direction, and scheduling work.
 supportive leader behavior - being friendly and
approachable, showing concern for subordinate
welfare, and treating members as equals.
 participative leader behavior - consulting
subordinates, soliciting suggestions, and allowing
participation in decision making.
 achievement-oriented behavior - setting
challenging goals, expecting subordinates to perform
at high levels, encouraging subordinates and showing
confidence in subordinates' abilities.
Path-Goal Situations &
Preferred Leader Behavior
CONTEMPORARY THEORIES
Transactional Leaders
 Clarify
the role and task requirements of
subordinates
 Initiate structure
 Provide appropriate rewards
 Displayconsideration for subordinates
 Meet the social needs of subordinates
Charismatic Leaders
 The ability to inspire
 Motivate people to do more than
they would normally do
 Tend to be less predictable than
transactional leaders
 Create an atmosphere of change
 May be obsessed by visionary ideas
Transformational Leader
 Similar to charismatic leaders
 Distinguished by their special ability to bring
about innovation and change by
 Recognizing followers’ needs and
concerns
 Helping them look at old problems in new
ways
 Encouraging them to question the status
quo
TEAM LEADER
Leadership is increasingly taking place within a
team context. The role of team leader is
different from the traditional leadership role.
The challenge for most managers is learning
how to become an effective team leader. There
are four basic team leadership roles: team
leaders are liaisons with external constituencies,
troubleshooters, conflict managers and coaches
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 LEADER
 An Autocratic leader will not
entertain any suggestions or
initiative from subordinates. Under
this type of leadership, one person
decides for the whole group. An
autocratic leader does not trust
anybody.
Merits:
 Ithelps to make quick decisions
 Inefficient and insincere workers can
easily be identified
Demerits
 It kills initiatives for work and results in
frustration among workers.
 It often gives scope for conflicts
between the leader and his followers
PARTICIPATIVE/DEMOCRATIC
LEADER
A democratic leader can win the cooperation of his
group and can motivate them effectively and
positively.
Merits
 The decision finally made is mutually accepted.
 It improves the job attitudes of the sub-ordinate staff.
Demerits
 this leadership is suitable only if the subordinates are
all capable of making worthwhile suggestions.
 It may, sometimes be very difficult to evolve a
solution that is acceptable to everyone.
LAISSEZ FAIRE/FREE REIN LEADER
 A free rein leader will leave the group entirely to
itself such as a leader allows maximum freedom to
subordinates.
Merits
 The superior subordinate relationship is found to be
very good.
 Highly efficient subordinates, can make use of the
freedom given to them to excel.
Demerits
 Control may become difficult As the leader does not
involve himself at all in the activities.
 The subordinates are deprived of the expert advice
and moral support of their leader.
Other Leadership Styles
Functional Leader
Institutional Leader
Paternalistic Leader
FUNCTIONAL LEADER
 A functional leader is one who is
an expert in a particular field of
activity. Such a leader always
thinks of the task he has
undertaken and spends most of
his time finding out ways and
means of doing it better.
Merits
 The very presence of an expert is beneficial to the
followers and the organisation.
 the subordinates can certainly enrich their job
knowledge and skill.
Demerits
 The functional leader will not be able to go down to
the level of an average worker and offer any help.
 Misunderstandings may also arise between the
leader and his followers.
INSTITUTIONAL LEADER
 An institutional leader is one
who has become a leader by
virtue of his official position in
the organisational hierarchy. An
institutional leader may not be
an expert in his field of activity.
Merits
 He has official authority to act.
 He may initiate action against a subordinate
who is shirking duties.
Demerits
 He will not be in a position to offer proper
guidance to his followers because he may
not be an expert in his field of activity.
 Although the leader has the official right to
demand performance from his followers, he
may not have the moral right
PATERNALISTIC LEADER
A paternalistic leader takes care of his
followers in the way the head of the family
takes care of the family members
Merits
He assumes a paternal role to protect his sub-
ordinates.
He is always ready to provide the necessary
physical amenities to the sub-ordinates
Demerits
He is not in a position to offer intellectual help to
his followers.

Types and Approaches To Leadership

Uploaded by

Copyright:

Available Formats

Types and Approaches To Leadership

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Types and Approaches To Leadership

Uploaded by

Copyright:

Available Formats

 Ateneo de Naga University

According to Koontz and o’ Donnell

 Stagdill and his associates research

 It is a contingency theory that focuses

Leadership styles refer to a leader’s

It is the result of the philosophy,

You might also like