Traditional Models of Leadership

WHAT IS LEADERSHIP?
A PROCESS BY WHICH A PERSON USES A

NON COERCIVE INFLUENCE TO OTHERS TO
ACCOMPLISH AN OBJECTIVE AND DIRECTS
AN ORGANIZATION IN A WAY THAT MAKES
IT MORE COHESIVE AND COHERENT.
LEADERSHIP VS. MANAGEMENT
OVERVIEW OF
TRADITIONAL THEORIES
EARLY LEADERSHIP THEORIES CONTINGENCY LEADERSHIP THEORIES
1. Trait Theory 1. Fiedler Model
2. Behavioral Theory 2. Hersey And Blanchard’s Situational
Theory
3. Leader Participation Model
4. Path Goal Model
EARLY
LEADERSHIP
THEORIES
TRAIT THEORY
“LEADERS ARE BORN, NOT MADE.”
 THIS APPROACH FOCUSES ON THE PERSONAL ATTRIBUTES (TRAITS)

OF LEADERS, SUCH AS PHYSICAL AND PERSONALITY CHARACTERISTICS,
COMPETENCIES, AND VALUES.
 TRAIT THEORY – ASSUMES THAT A LEADER IS DIFFERENT FROM THE

AVERAGE PERSON IN TERMS OF PERSONALITY TRAITS SUCH AS
INTELLIGENCE, PERSEVERANCE, AND AMBITION.
TRAIT THEORY
LIMITATIONS
1. NO UNIVERSAL TRAITS FOUND THAT PREDICT LEADERSHIP IN ALL

SITUATIONS.
2. UNCLEAR EVIDENCE OF THE CAUSE AND EFFECT OF THE

RELATIONSHIP BETWEEN LEADERSHIP AND TRAITS.
3. BETTER PREDICTOR OF THE APPEARANCE OF LEADERSHIP THAN

DISTINGUISING EFFECTIVE AND INEFFECTIVE LEADERS.
BEHAVIORAL THEORY
“LEADERS CAN BE MADE, RATHER THAN
BORN.”
 SUCCESSFUL LEADERSHIP IS BASED ON DEFINABLE, AND LEARNABLE

BEHAVIOR.
 BEHAVIORAL THEORY – DO NOT SEEK INBORN TRAITS, THEY LOOK AT

WHAT LEADERS CAN DO.
BEHAVIORAL THEORY
3 LEADERSHIP STYLES
1. AUTOCRATIC – dictates order to their staff and make decisions

without any consultation.
–– quick and centralized decision-making.
– structured set o rewards and punishments.
–– leader: rely on threats and punishment to influence
staff; do not trusts staff; do not allow employee input.
BEHAVIORAL THEORY
3 LEADERSHIP STYLES
2. DEMOCRATIC – also known as PARTICIPATIVE style.

–– encourage staff to be part of the decision-making.
– keep staff informed about everything that affects
their works, and share problem solving responsibilities.
–– leader: develop plans that help staff evaluate their
own performances; allow staff to establish goals(e.g.
promotion); recognizes and encourages achievement.
BEHAVIORAL THEORY
3 LEADERSHIP STYLES
3. LAISSEZ-FAIRE – also known as HANDS-OFF style.

–– all authority or power are given to the staff, and
they determine goals, make decisions, and resolve
problem on their own.
–– leader: provides a little or no information, and gives
staff as much freedom as possible.
BEHAVIORAL THEORY
2 BEHAVIORAL APPROCHES TO LEADERSHIP
1. THE OHIO STATE STUDIES – “A leader who has high in both initiating
structures and considerations achieved high group task performance
and high satisfaction more frequently than who rated low on either
dimension or both.”
*initiating structures –– refers to the extent to which a leader
defines and structured his/her role and the roles of the group
members in the search of goal attainment.
*considerations –– refers to the extent to which a leader had job
relationships characterized by mutual trust and respect for group
members’ ideas and feelings.
BEHAVIORAL THEORY
2. UNIVERSITY OF MICHIGAN STUDIES – “A leader who is more

employee-oriented has higher group productivity and higher job
satisfaction.”
*employee-oriented –– they took a personal interest in the
needs of their followers, and accepted the individual differences
among group members.
*production-oriented –– they tended to emphasized the
technical or task aspects of the job, and are concerned mainly with
accomplishing their group task and regarded the group members
as means to the end.
BEHAVIORAL THEORY
3. MANAGERIAL GRID– is a method of evaluating leadership styles; and is used to train

managers using organizational management techniques as they are simultaneously concerned for
both people and production.
CONTINGENCY
LEADERSHIP
THEORIES
 DIFFERENT LEADERSHIP STYLES BEING USED AT DIFFERENT TIMES
DEPENDING UPON THE CIRCUMSTANCES.
 SUGGESTED LEADERSHIP IS NOT FIXED SERIES OF CHARACTERISTICS

THAT CAN BE TRANSPOSED INTO DIFFERENT CONTEXT, AND MAY
DEPEND ON:
 TYPE OF STAFF
 HISTORY OF BUSINESS
 CULTURE OF BUSINESS
 QUALITY OF RELATIONSHIP
 NATURE OF THE CHANGE NEEDED
 ACCEPTED NORMS WITHIN THE SIT
FIEDLER’S CONTINGENCY THEORY
 THIS MODEL WAS BASED ON THE PREMISE THAT A CERTAIN
LEADERSHIP STYLE WOULD BE MOST EFFECTIVE IN DIFFERENT TYPES OF
LEADERSHIP.
 LPC (LEAST PREFFRED CO-WORKER) QUESTIONNAIRE

– DEVELOPED BY FIEDLER TO MEASURE LEADERSHIP STYLES, WHETHER A
LEADER IS TASK-ORIENTED OR RELATIONSHIP-ORIENTED.
*leader-member relations
- the degree of confidence, trust, respect subordinates have in their leader.
THREE
CONTIGENCY *task structure
DIMENSIONS
(BY FIEDLER): - the degree to which the job assignment are procedured.
*position power
- influence derived from one’s formal structural position in the organization; includes
power to hire, fire, discipline, promote, and give salary increases.
FIEDLER’S CONTINGENCY MODEL
HERSEY AND BLANCHARD’S SITUATIONAL
LEADERSHIP THEORY
 THIS THEORY FOCUSES MAIN ATTENTION ON FOLLOWER READINESS
AND SITUATION BEHAVIOR OF LEADER.
*readiness - is defined as the extent to which people have the ability
and willingness to accomplish as specific task.
 SLT - USES THE SAME TWO LEADERSHIP DIMENSIONS THAT AS

FIEDLER’S: TASK AND RELATIONSHIP BEHAVIOR, BUT THEY GO A STEP
FURTHER BY CONSIDERING EACH AS EITHER HIGH OR LOW AND THEN
COMBINING THEM INTO FOUR SPECIFIC LEADERSHIP STYLES.
SITUATIONAL LEADERSHIP THEORY
VROOM AND YETTON LEADERSHIP
PARTICIPATION MODEL
 THIS MODEL RELATES THE LEADERSHIP BEHAVIOR AND PARTICIPATION TO
DECISION-MAKING.
 THIS MODEL ARGUED THAT LEADER BEHAVIOR MUST ADJUST TO REFLECT THE TASK
STRUCTURE- WHETHER IT IS ROUTINE, NON-ROUTINE, OR IN BETWEEN.
 THIS MODEL PROVIDES THE SEQUENTIAL SET OF RULES(NORMS) THAT THE LEADER
FOLLOWED IN DETERMINING THE FORM AND AMOUNTOF DECISION-MAKING, AS
DETERMINED BY DIFFERENT SITUATIONS, AND THUS, CALLED NORMATIVE MODEL.
LEDERSHIP STYLES:
 decide
 consult individually
 facilitate
 delegate
HOUSE PATH AND GOAL THEORY
 THE TERM PATH GOAL IS DERIVED FROM THE BELIEF THAT EFFECTIVE LEADERS
CLARIFY THE PATH TO HELP THEIR FOLLOWERS GET FROM WHERE THEY ARE TO
THE ACHIEVEMENT OF THEIR WORK GOALS AND MAKE THE JOURNEY ALONG THE
PATH EASIER BY REDUCING ROAD BLOCKS AND PITFALLS.
 PATH GOAL THEORY - four different types of leadership styles depending on the
situation:
1. Directive Leadership
2. Supportive Leadership
3. Participative Leadership
4. Achievement-oriented Leadership
 ASSUME THAT THE LEADERS ARE FLEXIBLE AND SAME LEADER CAN DISPLAY ANY
OF ALL THESE LEADERSHIP STYLES DEPENDING UPON SITUATION.

Traditional Models of Leadership

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WHAT IS LEADERSHIP?

A PROCESS BY WHICH A PERSON USES A

 THIS APPROACH FOCUSES ON THE PERSONAL ATTRIBUTES (TRAITS)

 TRAIT THEORY – ASSUMES THAT A LEADER IS DIFFERENT FROM THE

1. NO UNIVERSAL TRAITS FOUND THAT PREDICT LEADERSHIP IN ALL

2. UNCLEAR EVIDENCE OF THE CAUSE AND EFFECT OF THE

3. BETTER PREDICTOR OF THE APPEARANCE OF LEADERSHIP THAN

 SUCCESSFUL LEADERSHIP IS BASED ON DEFINABLE, AND LEARNABLE

 BEHAVIORAL THEORY – DO NOT SEEK INBORN TRAITS, THEY LOOK AT

1. AUTOCRATIC – dictates order to their staff and make decisions

2. DEMOCRATIC – also known as PARTICIPATIVE style.

3. LAISSEZ-FAIRE – also known as HANDS-OFF style.

2. UNIVERSITY OF MICHIGAN STUDIES – “A leader who is more

3. MANAGERIAL GRID– is a method of evaluating leadership styles; and is used to train

 SUGGESTED LEADERSHIP IS NOT FIXED SERIES OF CHARACTERISTICS

 LPC (LEAST PREFFRED CO-WORKER) QUESTIONNAIRE

 SLT - USES THE SAME TWO LEADERSHIP DIMENSIONS THAT AS

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