Trait Approach

The oldest approach Charisma, enthusiasm, courageous etc. Traits increase the likelihood of success Margaret Thatcher iron-willed, decisive,
confident, determined.

Physical, Mental and Moral qualities Leaders are Born and NOT made.

Limitations of Trait Approach

1. No universal traits that predict success in all situations 2. Failure to adapt in loosely structured organizations 3. Evidence is unclear in separating the cause from effect 4. Do a better job in predicting appearance of leadership than actually effective leadership

Behavioural approach
Researchers looked at the behaviour exhibited by the Leaders Three points of view:
Motivation Authority Supervision

Motivational perspective
Positive or Negative Positive
Rewards to motivate the followers employee

Negative
Penalties and punishments

Point of view of Authority

1. Autocratic Leadership 2. Democratic Leadership 3. Laissez-faire Leadership

Autocratic Leadership
2 types - Authoritarian & Benevolent Leader alone determines policies He tells other what to do Demands obedience Relies on power In his absence functions are paralyzed

Democratic Leadership
Participative or person oriented leadership Concern for people Entire group is involved Responsibility is distributed Freedom of action Promotes inter-relations among employees

Laissez-faire Leadership
Leader exercises no control Provides information, materials and facilities Effective if the employees are highly skilled and responsible, with good cooperation. Can be a disaster with new employees

Point of view of Supervision

Employee-oriented or Production oriented Ohio state Model 2 dimensions - Initiating structure and Consideration Independent dimensions Most leaders use fair mix of both dimensions

Contingency Approach
Predicting leadership success has been very difficult with trait and behavioural approach The leadership style effective in one situation is ineffective in another situation Importance of Situational variable Several theories of contingency approach.

Fiedler contingency model

Effective groups depend on a proper match between a leader's style of interacting with subordinates and the degree to which the situation gives control and influence to the leader. Least preferred co-worker questionnaire
Asks the describe the one person they least enjoy working with on a 16 item 8 point rating scale. Higher your LPC score you are more relationship oriented, lesser your score you are more task oriented.

Defining the situation

1. Leader-member relations: The degree
of confidence, trust and respect members have in their leader 2. Task structure: the degree to which the job assignments are procedurized i.e structured or unstructured 3. Position Power: The degree of influence a leader has over power variables such as hiring, firing, discipline, promotions and salary increases

Matching leaders & situations

Matching an Individuals LPC score & assessment of situational situational variables Maximum leadership effectiveness Task-oriented leader perform better in very favourable and very unfavourable situations Relationship-oriented leader perform better in moderately favourable situations

Hersey And Blanchards Situational leadership theory

A contingency theory that focuses on the followers readiness to accomplish specific task Most effective behaviour depends on a followers ability and motivation

Situational leadership theory

Situations
Ability

Employee
willingness

Unable

unwilling

Unable

Willing

3 4

Able Able

Unwilling Willing

Leader behaviour Clear & specific directions Task and relationship orientation Supportive and participative style ?