JENNIFER M.

OESTAR
PhD Development Education
Student

Dr. CONRADO L. ABRAHAM

Professor V

Organizational and Institution Management

 Objectives

 Find out how different leadership models and

theories have emerged based on research.
 Critically reflect on the different models and
theories and apply them in a different range of
context in the future.
 Appreciate the different leadership models and
theories and realize their strengths and
weaknesses in relation to one’s personal brand of
leadership.
The ability to influence, motivate, and enable
others to contribute to the effectiveness and
success of the organizations of which they
are members.
-Robert House (2004)

The ability to influence a group toward the

achievement of a vision or set of goals.
-Robbins & Judge (2008)
Leadership
The ability to influence a
group toward the
achievement of goals

Management
Manner of using authority
inherent in designated formal
rank to obtain compliance from
organizational members
1930s 1940s/50s 1960s/70s 1980s
Trait Behavioral Contingency Transformational

traits skills followers context ethical

styles/types of leaders
 Trait Theory
-Great Men Theory  Transformational
 Behavioral Theory Theory
-Michigan Study -Charismatic Leadership
-Ohio State Studies
-Leadership Grid -Servant Leadership
 Style Approach  Transactional Theory
1. Strengths-Based Leadership Theory
2. Katz’s three-skill Approach
3. Mumford’s skills model of Leadership
MA in Educ’l. Mgt.
 Contingency Theory
-Fiedler Contingency Theory
-Cognitive Resource Theory
–Hersey and Blanchard’s
-Situational Leadership Model
-Path Goal Theory
-Normative Leadership Theory
-Leader Exchange Theory
 Theories that consider personality, social,
physical, or intellectual traits to differentiate
leaders from nonleaders.
Leadership is largely
innate, rather than
being developed oGreat man theories
through learning. were the first attempt
in studying leadership.
o -Based on the
idea that leaders
are “born.”
Traits (examples):
Extraversion
Conscientiousness
Openness
Assumption: Leaders are born
Goal: Select leaders
Problems:
Traits do not generalize across situations
Better at predicting leader emergence than
leader effectiveness
Theories proposing that specific behaviors
differentiate leaders from nonleaders.
Behavioral theories of leadership are
classified as such because they focus on
the study of specific behaviors of
a leader. For behavioral theorists,
a leader behavior is the best predictor
of his leadership influences and as a
result, is the best determinant of his or
her leadership success.
Studies on Behavioral Theory
1.Ohio State Studies
2.University of Michigan
3. Leadership Grid

Assumption: Leaders can be trained

Goal: Develop leaders
Problem: Effective behaviors do not generalize
across situations.
 University of
The 1940s saw that
Michigan Studies leadership effectiveness was
Identified 2 dependent upon leader
Leadership Behaviors behavior.
Employee- Production- Rensis Likert’s Michigan
Oriented Oriented
Studies surfaced two forms of
leader behavior—job-
Leaders interested in Leaders emphasized centered (production) and
their subordinates as technical aspects of employee-centered.
people, encourage job, set job
worker participation standards, close -Attempt made to balance
in the organizational supervision of task and relationship
goal-setting process. subordinates.
emphasis.
Ohio State Studies also
revealed two leadership
forms.
-Used questionnaire
to assess employee
perceptions of
leaders.
-Consideration MA in Educ’l. Mgt.
behavior (concern
for feelings).
-Initiating structure
(defining roles).
Effective Styles of Leadership

o
r Executive
e
i Developer “This is good for
m “I’ll be your the company and
e
p mentor” you”
n
l
t
o
a Bureaucrat Benevolent
y “Let’s get this Autocrat
t
e done and over “We are doing a
i with” good job”
e
o
n production orientation
Ineffective Styles of Leadership

o
r
e Missionary
Compromiser
i “I’m here to
m “Let’s meet half-
e care for you.”
p way”
n
l
t
o Deserter
a
y “I will let them Autocrat
t be” “Do as I say”
e
i
e
o
n production orientation
 Blake and Mouton’s Leadership Grid
9,1 Authority compliance- heavy emphasis on
task and job requirements and less emphasis
on people
1,9 Country Club Management- low concern
for task accomplishment coupled with high
concern for interpersonal relationships
MA in Educ’l. Mgt.
1,1 Impoverished Management- unconcerned
with both task and interpersonal relationships
5,5 Middle of the Road Management-
leaders who are compromisers
9,9 Team Management- strong emphasis on
both tasks and interpersonal relationships
 Blake/Mouton Leadership Grid
9 1,9 Country Club Management 9,9 Team Management
High
Thoughtful attention to needs of Work accomplishment is from
8 people for satisfying relationships committed people; interdependence
leads to a comfortable, friendly through a “common stake” in
Concern for People

7 organization atmosphere & organization purpose leads to

work tempo. relationships of trust & respect.
6 5,5 Middle of the Road Management
Adequate organization
5 erformance is possible through
balancing the necessity to get out
work with maintaining morale of
4 people at a satisfactory level.
9,1 Authority-Compliance
3 1,1 Impoverished Management Efficiency in operations results
Exertion of minimum effort
from arranging conditions of
to get required work done is
2 work in such a way that
Low appropriate to sustain
human elements interfere to a
organization membership.
minimum degree.
1
1 2 3 4 5 6 7 8 9
Low Concern for Production High
Skills theorists sought to discover the skills
and abilities that made leaders effective.
o Similar to trait theory, skills theories are leader-
centric, focused on what characteristics about
leaders make them effective.
o The two primary theories to develop from a skills
approach were:
1. Strengths-Based Leadership Theory
2. Katz’s three-skill Approach
3. Mumford’s skills model of Leadership
Strengths-Based Leadership Theory
o (also known as Strengths-Based Organizational
Management or SBOM) is a method of maximizing
the efficiency, productivity, and success of an
organization by focusing on and continuously
developing the strengths of organizational resources,
such as computer systems, tools, and people.
o At the core of the strengths-based leadership is the
underlying belief that people have several times
more potential for growth building on their strengths
rather than fixing their weaknesses.
Kat’s Three Skill Approach
Effective leadership required three skills:
1. Technical skills
2. Human skills
3. Conceptual skills.

Technical skill refers to proficiency in a specific activity or

type of work.
Human skill refers to being able to work with people.
Conceptual skill refers to the ability to work with broad
concepts and ideas.
Mumford Model
o It is also known as a capability
model because it examines the relationship
between a leader's knowledge and skills (i.e.,
capabilities) and the leader's performance.
The capabilities that make effective leadership
possible. Leadership capabilities can be
developed over time through education and
experience.
Instead of focusing on who leaders are, style
theories considers what leaders do.
o Style theory differs drastically
from trait or skill theories.
o At the core of all style theories is the
idea that leaders engage in two
distinct types of behavior: task
behaviors and relationship behaviors.
Two General kinds of behaviors under Style Theory
 Task behaviors - facilitate goal
accomplishment
 Relationship behaviors - help
subordinates feel comfortable with
themselves, with each other, and with
the situation they find themselves
This leadership theory not only take into account the
leader/follower relationship but also realize that
situational variables affect leadership performance.
Versions of Contingency
Theory
 Fiedler Contingency Model
 Cognitive Resource Theory
 Hersey and Blanchard’s
Situational Leadership Model
 Path Goal Theory
traits behaviors
Assumptions underlying the different
models:
Fiedler: Leader’s style is fixed. situation
Other’s: Leader’s style can and
should be changed.
Fieldler Model
–Leader must fit situation; options to accomplish this:
–Select leader to fit situation
–Change situation to fit leader

Fiedler’s contingency theory of leadership: person has a

behavioral predisposition
 Task-oriented: structures situations, sets deadlines, makes task
assignments
 Relationship-oriented: focuses on people, considerate, not
strongly directive
Cognitive Resource Theory
A theory of leadership that states that the
level of stress in a situation is what
impacts whether a leader’s intelligence or
experience will be more effective.

Research Support
• Less intelligent individuals perform better in leadership roles
under high stress than do more intelligent individuals.
• Less experienced people perform better in leadership roles
under low stress than do more experienced people.
 The Cognitive Resource Theory main claim is
that various sources of stress are blocking the use of
rationality in leadership. The more cognitively acute
and experienced a leader is, the more.
Command, though, is the factor that overcomes
the effects of stress. As for experience is the main
factor enabling leadership under stress. Intelligence is
more effective in less stressful situations.
However, the leader's ability to think is more
effective when her or his style is more orderly,
premeditated and authoritarian.
Situational Leadership
o Developed by Hersey & Blanchard, the theory’s model
(called Situational Leadership II or SLII) promotes a
particular leadership style depending upon the
development level of the follower: D1 (low-competence but
high-commitment), D2 (moderate-competence but low-
commitment), D3 (moderate-competence but no commitment)
and D4 (high-competence and high-commitment).
o defines four leadership styles:
S1 (high-directive but low-supportive),
S2 (high-directive and high-supportive),
S3 (low-directive but high supportive)
S4 (low-directive and low-supportive).
Effective leadership is a matter of assessing the development level
of a follower and acting in the correlating leadership style to elicit
the best response from followers (D1s respond to S1, D2s respond
to S1, and so on).
Situational Leadership Theory Model

Hersey and Blanchard

r
s e
u l Selling *job maturity
Participating
p a Coaching
JM-High
JM-Low
*psycho-
p t PM-Low
i PM-High logical
o maturity
o
r n Telling
t s Delegating
Directing
JM-High
i h
PM-High
JM-Low
v i PM-Low
e p
s
directive - tasks
Path-goal Theory
It is half leadership, half motivational theory. It
was developed to explain how leaders motivate
their followers toward a determined end. It is
derived from expectancy theory, which argued
that employees will be motivated if they believe
that:
a) putting in more effort will yield better job performance
b) better job performance will lead to rewards, such as an
increase in salary or benefits
c) these rewards are valued by the employee in question.
Normative Leadership Theory
o Tell leaders how they should act.
o Built on moral principles or norms
but unlike general ethical
perspectives, they are specifically
address leader behavior.
Leader Exchange Theory
o Leaders must garner and maintain their
leadership position and the Leader-
member Exchange theory states that such
persons work with associates, supporters,
trusted persons with responsibility, advisers
and other "inner circle" to maintain her or
his position. Another name for the theory is
the "Vertical Dyad Linkage Theory".
introduce the variable of leaders having an
ethical and moral obligation to their followers
and to the mission of the organization
Charismatic Leadership
o is the process of encouraging certain
behaviors in others via force of
personality, persuasion and eloquent
communication.
o Charismatic leaders inspire their followers
to do things or to do things better; this is
done by conjuring up enthusiasm in others
for a stated vision or goal.
Servant Leadership
o is one of the more popular theories of leadership,
especially among Christian leaders who vigorously
cite Jesus as the penultimate example of servant
leadership.
o The magnum opus of Robert Greenleaf, Servant
Leadership is a recent theory of leadership that
argues that the most effective leaders are servants
of their people. Servant leaders get results for
their organization through whole-hearted attention
to their followers and followers’ needs.
Transactional Theory
o Transactional theories, also known as exchange
theories of leadership, are characterized by a
transaction made between the leader and the
followers. In fact, the theory values a positive and
mutually beneficial relationship.
o The transactional theorists state that humans in
general are seeking to maximize pleasurable
experiences and to diminish un-pleasurable
experiences. Thus, we are more likely to associate
ourselves with individuals that add to our strengths.
Difference of Transformational and
Transactional
Transformational Leaders: Motivate
followers to go beyond normal
expectations by pushing their comfort
zone.
TransactionalMALeaders: Guide
in Educ’l. Mgt.
followers to accomplish established
goals by clarifying requirements and
emphasizing extrinsic rewards.
 CONCLUSION
No one leadership style is best for all
situations, but it's useful to understand
what your natural approach is, so you can
develop skills that you may be missing. It's
unwise to neglect either tasks or people.
But, equally, a compromise between the
two approaches will likely result in only
average team performance, because you
neither meet people's needs nor inspire
excellent performance.
REFERENCES
 Debra L. Nelson and James Campbell
Quick, Organizational Behavior (Ohio:
Thomson, 2006) 148-177.
 Michael Z. Hackman and Craig E. Johnson,
Leadership (Illinois: Waveland Press, 2004)
35-87.
 Richard L. Daft, The Leadership
MA in Educ’l. Mgt.
Experience (Ohio, Thomson, 2008) 45-71.
 Northouse, P.G. (2007) Leadership Theory
and Practice. Sage Publications, Inc.
Thousand Oaks, CA.