Leadership Theories Trait Theory The trait theory of leadership is the view that people are born with

inherited traits and that some traits are particularly suited to leadership. Traits

Skills

Honest Inspiring Forward-Looking Competent Intelligent Clever (intelligent) Conceptually skilled Creative Diplomatic and tactful Fluent in speaking Knowledgeable about group task Organised (administrative ability) Persuasive Socially skilled

Behavioral Leadership Theories

Assumptions
Leaders can be made, rather than are born. Successful leadership is based in definable, learnable behavior.
University of Michigan Studies

The work conducted by the University of Michigan[5], under the supervision of Rensis Likert, referred to a manager's leadership style as being either: Conducted shortly after WWII One dimensional Identified two basic leadership styles: Production oriented Employee oriented The conclusion of the original researchers was that employee orientated leaders achieved higher levels of workplace productive ity, and had more satisfied staff than did production orientated leaders. However, others argue

Ohio State Univerity Studies

The Ohio studies[7], conducted at about the same time as those in Michigan under the direction of Ralph Stogdill, referred to these two ways of leading as:
After WWII Measured specific leader behaviors Identified two dimensions Consideration Initiating Structure

A leader could possess varying amounts of both dimensions High in providing structure to the work of staff, and high in its focus on relationships. High in providing structure to the work of staff, yet low in its focus on relationships. Low in providing structure to the work of staff, yet high in its focus on relationships. Low in providing structure to the work of staff, and low in its focus on relationships.

The Leadership Grid

The leadership grid, also known as the managerial grid model, was developed in the 1960s Robert Blake and Jane Mouton. It provided a an easy to understand visual model of earlier research into the two key factors of leadership, and by rating leader behavior using a more finely graded, 1-9 measure, allowed for additional styles to emerge. A 1,1 style shows a low concern for results and a low concern for people impoverished or abdicate leadership. A 9,1 style shows a high concern for results and a low concern for people compliance management. A 1,9 style shows a low concern for results and a high concern for people the country club manager.

 A 9,9 style shows a high concern for results and a high concern for people the team leader. A 5,5 style shows a mode rate concern for results and a moderate concern for people middle of-the-road management. /