1 Flashcards
These are schools of thought brought forward to explain how and why certain individuals become leaders. It emphasizes the traits and behaviors that individuals can adopt to boost their leadership abilities.
(Management Adda)
Leadership Theories
Leadership Theories Include:
• Great Man Theory
• Trait Theory
• Contingency Theory
• Situational Theory
• Behavioral Theory
leaders are born and that only those men who
are given with heroic potentials could ever become leaders
The Great Man Theory
_____ claimed in his “great man theory” that leaders are born and that only those men who
are given with heroic potentials could ever become leaders.
Thomas Carlyle
He opined that great men were born, not made
Thomas carlyle
Early theorists believed born leaders were endowed with certain physical traits and personality characteristics distinguishing them from non-leaders
The Great Man Theory
Example: George Washington, first President of the United States (1789-1797).
The Great Man Theory
Founded on the characteristics of different leaders, both successful and unsuccessful.
The Trait Leadership Theories
Used to predict effective leadership.
The Trait Leadership Theories
Identified characteristics are compared to potential leaders to determine their likelihood of leading
effectively. (Management Adda)
The Trait Leadership Theories
Jenkins identified two traits:
1. ______: height, intelligence, attractiveness, self-confidence.
2. _______: charisma.
Emergent traits (hereditary), Effectiveness traits (experience/learning)
_________ Four Key Leadership Attributes:
• Humility: Recognizing one’s limitations and valuing others’ contributions.
• Empathy: Understanding and sharing the feelings of others.
• Curiosity: Desire to learn and understand new perspectives.
• Resilience: Ability to recover from setbacks and persist in challenges.
Jackie Jenkins-Scott’s
Recognizing one’s limitations and valuing others’ contributions.
Humility
Understanding and sharing the feelings of others
Empathy
Desire to learn and understand new perspectives.
Curiosity
Ability to recover from setbacks and persist in challenges.
Resilience
Focus on what leaders do rather than their traits or innate qualities.
Behavioral Leadership Theories
Emphasize that leadership can be learned through behaviors—trainable and adaptable skills
Behavioral Leadership Theories
Explains and predicts leadership behavior based on the leader’s attitude toward followers.
Douglas McGregor’s Theory X and Theory Y (University of Pretoria):
Employees dislike work and need close supervision.
Theory X
Employees like to work and do not need close supervision
Theory Y
_______
• Authoritarian (Autocratic): Strict control, unilateral decisions.
• Democratic (Participative): Involves team in decision-making.
• Laissez-Faire (Delegative): Minimal guidance.
Kurt Lewin’s Leadership Styles (1939):
Strict control, unilateral decisions.
Authoritarian (Autocratic)
Involves team in decision-making.
Democratic (Participative)
Minimal guidance.
Laissez-Faire (Delegative)
____ found democratic leadership often yields the best results depending on context and individuals.
Lewin
Spectrum of leadership behaviors from autocratic to democratic styles.
Tannenbaum and Schmidt Leadership Continuum
_____ (Blake and Mouton)
• Evaluates leadership based on:
1. Concern for People: Employee well-being, teamwork.
2. Concern for Results: Organizational performance.
• Team Leadership (9,9): Best style balancing productivity and employee well-being.
Leadership Grid Theory
Leadership Grid Theory (______)
• Evaluates leadership based on:
1. Concern for People: Employee well-being, teamwork.
2. Concern for Results: Organizational performance.
• Team Leadership (9,9): Best style balancing productivity and employee well-being.
Blake and Mouton
Best style balancing productivity and employee well-being.
Team Leadership (9,9)
Employee well-being, teamwork.
Concern for People
Organizational performance
Concern for Results
• No single best leadership style; effectiveness depends on situation.
• Leaders adapt approach based on conditions
Contingency Leadership Theories
• Leadership style is fixed.
• Least Preferred Co-Worker (LPC) Scale identifies if task- or relationship-oriented.
• Leadership success comes from matching leaders to situations, not leader adaptability
Fred Fiedler’s Contingency Leadership Theory
identifies if task- or relationship-oriented.
Least Preferred Co-Worker (LPC) Scale
Leader’s role: clear the path for employees to achieve goals, adjusting style for performance and
satisfaction.
Robert House’s Path-Goal Leadership Theory:
Robert House’s Path-Goal Leadership Theory:
• ______: Employee experience, confidence, motivation.
• ________: Task structure, team dynamics, authority.
Situational Factors, Environmental Factors
Robert House’s Path-Goal Leadership Theory:
Leadership Styles:
• ____: Clear instructions.
• ____: Prioritizes well-being.
• ____: Involves in decisions.
•_____: Sets high goals.
Directive, Supportive, Participative, Achievement-Oriented
Robert House’s Path-Goal Leadership Theory:
Situational Factors:
o_____: Need for clear instructions.
o_____: Belief in control over success.
o_____: Skills and competence.
Authoritarianism, Locus of Control, Ability
• Leadership style based on follower maturity.
• Four styles: Telling, Selling, Participating, Delegating.
Situational Leadership Model (Paul Hersey & Ken Blanchard, 1977)
Combines traits, behaviors, situations for comprehensive, adaptable leadership model.
Integrative Leadership Theories
Charisma inspires loyalty and change.
• Charismatic leaders attract admiration, influence, trust.
Weber’s Charismatic Leadership Theory:
Example:
• Martin Luther King Jr. inspired action with “I Have a Dream” speech.
Weber’s Charismatic Leadership Theory
Transformational leadership is a process where leaders and followers
inspire each other.
James MacGregor Burns
Inspire change, growth, vision, ethics, motivation.
Transformational Leaders:
Focus on rewards and punishments, maintaining stability.
Transactional Leaders
Employee-focused leadership.
• Empowers followers, creating motivated, engaged workforce.
Servant Leadership (Greenleaf, 1977)
Key Principles of Servant Leadership:
• Listening: Valuing input.
• Empathy: Addressing concerns.
• Healing: Healthy environment.
• Awareness: Organizational needs.
• Persuasion: Encouragement over commands.
• Conceptualization: Long-term thinking.
• Foresight: Anticipating challenges.
• Stewardship: Responsibility, accountability.
• Commitment to Growth: Employee development.
• Building Community: Teamwork and belonging.
• Model the Way: Lead by example.
• Inspire a Shared Vision: Compelling future.
• Challenge the Process: Encourage innovation.
• Enable Others to Act: Collaboration, trust.
• Encourage the Heart: Recognize and celebrate succes
The Five Practices of Exemplary Leadership (Kouzes & Posner, 2002):
