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Leadership Theories
MBA 645 Leadership in Organizations
Jeff ShayUniversity of Montana
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Trait Theory
Earliest approach
Identify great person from masses
Certain traits =
success/effectiveness
As basic as height, complex as
intelligence
Recent resurgence
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Behavioral Theories
Pattern of actions used by different
individuals determines leadership
potential
Examples
Autocratic, democratic and laissez-
faireMichigan Studies: Employee
centered versus task centered
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Reward and
Punishment Theory Higher performance and satisfaction
Performance-contingent reward behavior
Mixed results Contingent punishment behavior
Noncontingent reward behavior
Negative results
Noncontingent punishment behavior
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SituationalContingency
Theories Leader traits and/or leader
behaviors are important aspects but
must be taken in context.
That is, the situation matters.
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Fiedlers Leadership
Contingency Theory Group effectiveness dependent on an
appropriate match between a leaders
style and the demands of the situation Situational control
Least preferred coworker
Important variables Leader/member relations, task structure,
position power
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Fiedlers Key Variables
Good
High Low
StrongWeakStrong
High-Control
Situations
Poor
Low
WeakStrong
Low-Control
Situations
Leader/member relations Good Poor
Low High
WeakStrongWeak
Moderate-Control
Situation
Task Structure
Position power
I II III IV V VI VII VIII
Relationship-
motivated Leader
Relationship-
motivated Leader
Task-motivated
Leader
Task-motivated
Leader
Which leaders are most
effective during theseconditions?
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Path-goal Theory
Rooted in Expectancy Theory
Leader behaviors
Directive
Supportive
Achievement-oriented
Participative
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Supportive Leadership
Supportive
Leadership
Reduce boredom
Make job more
tolerable
Increase self-confidence
Lower Anxiety
Increase the intrinsic
valence of work
Increase effort-
performance expectancy
Increase effort
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DirectiveLeadership
DirectiveLeadership
Reduce role ambiguity
Strengthen rewardcontingencies
Increase effort-performance
expectancy
Increase performance-reward expectancies
Increase
subordinateeffort
Increase sizeof incentives
Increase outcome
valences for tasksuccess
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Path-goal Theory
Causal Variables
Leader Behavior
Intervening Variables
Subordinate expectations
Outcome Variables
Subordinate effort
and satisfaction
Situational Moderator Variables
Characteristics of task and environmentCharacteristics of subordinates
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Situational
Leadership No single best way to lead
Focus on maturity or readiness of
followersAbility and willingness
Adjust emphasis on task and
relationship behaviors according tothe readiness of followers toperform their tasks
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Situational
Leadership Telling: low readiness, untrained and
inexperienced employees
Selling: low/moderate readiness, trainedbut inexperienced employees
Participating: moderate/high readiness,
able but unwilling, employees skeptical
Delegating: high readiness, employees
ready and willing to take responsibility
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New Approaches to
Leadership Charismatic
Transformational
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TransformationalLeadership
Transformational
Leadership
Idealized Influence
Inspiration
Intellectual stimulation
Individualized consideration
Transformational
Leadership
Idealized Influence
Inspiration
Intellectual stimulation
Individualized consideration
Transactional Leadership
Contingent reward
Management by exception
(active or passive)
Laissez faire
Transactional Leadership
Contingent reward
Management by exception
(active or passive)
Laissez faire
Performance
beyond
expectations
Performance
beyond
expectations
Agreed upon
performance
Agreed uponperformance
Broadening and
elevating follower goals
Leader/follower exchange
t t
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n ntegrat ngFramework
Lea
der
Traits
Lea
der
Power
Situati
onal
Variables
Interve
ning
Variabl
es
Succ
ess
Criteria
Lead
er
Behavior
12
3 4
5 6
7
8 910Economy,
market conditions,
etc.
Subord. commitment,
etc.
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