2. it's hard to define LEADERSHIP , it revolves
around vision, ideas, direction, and has more to
do with inspiring people rather than day-to-day
implementation. It is a creation of a human
community held together by the work bond for a
common purpose like values, commitments,
convictions, and even passions.
3. For decades, leadership theories have been the source of
numerous studies. In reality as well as in practice, many have tried
to define what allows authentic leaders to stand apart from the
mass! Hence, there are philosophers, researchers and professors
that have studied and ultimately published their leadership theory.
Theories are commonly categorized by which aspect is believed to
define the leader the most. The most widespread one's are: Great
Man Theory, Trait Theory, Behavioural Theories, Contingency
Theories, Transactional Theories andTransformational Theories.
4. 1. What is leadership?
2 What are the theories and model
leadership?
5. • Meaning of Leadership
• Leadership involves influencing others,
• Leadership is a process,
• Leadership happens within the context of a
group,
• Leadership involves goal attainment, and
• These goals are shared by leaders and their
followers.
6. What happens when leadership is bad?
A person is a leader only as long as people
follow his directives
A leader is somebody who finds a group of
people walking in a certain direction and then
walks at the head of the group
A leader is someone who cuts the path or
shows the way, encouraging others to follow
for their own benefit and the benefit of the
group as a whole.
7. Trait Theory
Great man theory
Behavioral Theory
Contingency Theory
Transformational Theory
Transactional theories
8. “Thomas Carlyle”
was proposed during the
19th century (1840’s)-Impact of great men or
heroes and that great leaders are
born and not made.
9. According to this theory, capacity for
leadership is inborn, a person is a natural
born leader. These born leaders are
highly influential individuals, gifted with
divine inspiration and the right
characteristics like charisma,
intelligence, wisdom, political skills etc. with
a capability to have a decisive historical
impact.
10. Great leaders are born possessing certain
traits that enable them to rise and lead.
The theory assumes that the traits of leadership are intrinsic. That
simply means that great leaders are born... they are not made. This
theory sees great leaders as those who are destined by birth to become
a leader.
Great leaders will arise when there is a great
need.
The belief was that great leaders will rise when confronted with the
appropriate situation.
11. Herbert Spencer
countered that the Great Man Theory
was childish, primitive and unscientific. He
believed leaders were products of their
environment or the society in which they lived. He
advocated that before a “great man” can remake
his society, that society has to make him.
12. Postulates personal characteristics (e.g.
personality traits, cognitive skills,
interpersonal skills) determine an individual’s
potential for leadership roles (Furham, 2005).
This approach emphasizes leaders attributes
such as personality, motives, values, and
skills (Yukl, 2006).
13. People are born with inherited traits.
Some traits are particularly suited to
leadership.
People who make good leaders have the right
(or sufficient) combination of traits.
Stogdill (1974) identified several traits and
skills as critical to leaders.
14. Traits Skills
Adaptable to situations
Cooperative
Decisive
Dependable
Persistent
Self-confident
Tolerant of stress
Willing to assume
responsibility
Clever (intelligent)
Conceptually skilled
Creative
Diplomatic and tactful
Fluent in speaking
Knowledgeable about group
task
Organised (administrative
ability)
Persuasive
Socially skilled
15. traits are often poor predictors of behaviour
(Cherry, 2016). While an individual may score
high on assessments of a specific trait, he or
she may not always behave that way in every
situation.
do not address how or why individual
differences in personality develop or emerge.
16. Based upon the belief that great leaders are
made, not born (Krumm, 2001) . assumes
that leadership capability can be learned,
rather than being inherent.
focuses on the actions of leaders not on
mental qualities or internal states (Krumm,
2001). According to this theory, people
can learn to become leaders through teaching
and observation.
17. Leaders can be made, rather than born.
Successful leadership is based in definable,
learnable behaviour.
18. Promotes the value of leadership styles with
an emphasis on concern for people
and collaboration.
Promotes participative decision
making and team development by
supporting individual needs and aligning
individual and group objectives.
19. Helps managers evaluate and understand
how their behavioural style as a manager
affects their relationship with the team and
promotes commitment and contribution
towards organizational goals.
Helps managers find the right balance
between different styles of
leadership, and helps them decide how to
behave as a leader, depending on concerns
for people and for productivity.
20. Contingency theory is a class of behavioural
theory that claims that there is no best way to
organize a corporation, to lead a company, or to
make decisions.
It is called contingency because it suggests that a
leader’s effectiveness depends on how well the
leader’s style fits the context or the situation.
This theory suggests that no leadership style is
best in all situations. In other words, the leader
modifies the best course of action based upon
his or her own personal characteristics and the
context, i.e., the current situation (Krumm,
2001).
21. leader’s success depends upon a number of
variables, including the leadership style, qualities
of the followers and aspects of the situation
.
Different styles of leadership may be more
appropriate for certain types of decision-making
.
• For example, an authoritarian style might be
most appropriate in a situation where the leader
is the most knowledgeable and experienced
member of a group. In other instances where
group members are skilled experts, a democratic
style would be more effective.
22. Contingency theory is grounded in research
as many researchers have tested it and found
it to be a valid and reliable approach to
explaining how effective leadership can be
achieved.
This theory considers the impact of situations
on leaders and focuses on the relationship
between the leader’s style and the demands
of various situations.
23. Beginning around the 1980s, the concept of
leadership changed direction with what is
referred to as the New Leadership.
Transactional Leadership
Transformational Leadership,
24. Transactional theories, also known
as exchange or management theories are
characterized by a transaction made between
the leader and the followers. They focus on
the role of supervision, organization and
group performance.
based leadership on a system of rewards and
punishments.
25. People are motivated by reward and
punishment.
When people have agreed to do a job, a part
of the deal is that they cede all authority to
their manager.
The prime purpose of a subordinate is to do
what their manager tells them to do.
26. For the transactional theories to be effective
and as a result have motivational value, the
leader must find a means to align to
adequately reward (or punish) his follower,
for performing leader-assigned task.
In other words, transactional leaders are most
efficient when they develop a mutual
reinforcing environment, for which the
individual and the organizational goals are in
sync.
27. The main limitation is the assumption of
'rational man', a person who is largely
motivated by money and simple reward, and
hence whose behaviour is predictable.
Despite much research that highlights its
limitations, Transactional Leadership is still a
popular approach with many managers.
28. Leadership is not about leading, guiding,
directing and controlling people.
Leaders not about having followers or
influencing the organization .
Or having extra ordinary traits and behaviors
but true leaders apply the word “Be yourself”
with 3Rs:
Respect self, Respect others and Responsibility
for all actions.
29. Leadership is not all about leading a person or influencing
and controlling them,
leadership is not about having extra ordinary traits and
behaviour.
It's about “being yourself” ,
keeping your team focused on a goal and motivated to do
their best to achieve it, especially when the stakes are high
and the consequences really matter.
It is about laying
the groundwork for others' success,
and then standing back and letting them shine.
