Leadership Theories

TOPICS:
 CONTINGENCY THEORY OF
LEADERSHIP
 PATH GOAL THEORY
 TRANSFORMATIONAL LEADERSHIP
CONTINGENCY THEORY OF LEADERSHIP
contingency theory of leadership puts forth the idea that the

success of a leader hinges on the specific situation at hand.
CONTINGENCY LEADERSHIP MODELS
I. Fiedler’s Contingency Theory

II. The situational leadership theory
III. The path-goal theory
IV. The decision-making
I. FIEDLER’S THEORY OF LEADERSHIP
FACTORS OF FIEDLER’S CONTINGENCY THEORY
1.Leadership Style
 High LPC = Relationship-oriented leader.

 Low LPC = Task-oriented leader
2. Situational Favorableness
 Leader-Member Relations
 Task Structure
 Position Power
USING THE FIEDLER’S MODEL
Step 1: Identify your Leadership Style

Step 2: Understand your Situation
Step 3: Find the Right Leadership Style
II. SITUATIONAL LEADERSHIP
“Situational Leadership is the most practical on-the-job tool.

The application from the course to the real work environment
can begin immediately.”
– Lead Organizational Development
LEADERSHIP STYLES BY SITUATIONAL LEADERSHIP
DELEGATING STYLE
This style allows other team members to be responsible for certain

tasks or to lead subgroups. This style best suits a team of high
maturity employees because it requires team members to be both
confident and capable
SELLING STYLE
This term refers to a style that involves the leader attempting to sell
his ideas to the group by persuasively giving task instructions. This
also suits moderate team members,it is best used with employees who
are confident but unwilling to complete tasks
TELLING STYLE
This style is used by leaders who frequently give explicit directions

and who supervise all tasks closely. This style best suits low maturity
followers who are willing but unable to act independently
.
PARTICIPATING STYLE
This style focuses on sharing ideas and decisions. Leaders who use
the participating style might apply it to moderately mature team
members who are capable but lack confidence and need one-on-one
mentoring
THE BENEFITS OF SITUATIONAL LEADERSHIP
 Creates a common language of performance

 Accounts for multi-directional influence
 Utilizes task specificity as a measure of performance
versus typecasting employees
 Allows leaders to effectively drive behavior change
 Accelerates the pace and quality of employee development
 Teaches leaders to accurately interpret and effectively
respond to their environment
III. DECISION -MAKING THEORY
Also known as the Vroom-Yetton-Jago Decision-Making

Model of Leadership.
This contingency leadership model puts forth the idea that

effective leaders size up situations, assess them and then
determine how much support the group will give toward the
effort, adjusting their preferred leadership style to fit.
THREE FACTORS OF YETTON JAGO MODEL
THREE GENERAL LEADERSHIP STYLES
There are three general leadership styles included in this

model.
Autocratic AI
When you make a decision in an autocratic style, you simply
make the decision and then tell others what you have decided.
Autocratic AII
Leader obtains additional information from group members,
then makes decision alone.
Consultative CI
To make the decision on your own – but you will first consult
with others to gather opinions and input
Consultative CII –
Leader shares problem with group members collectively, but
makes decision alone.
Collaborative CI
Shares problem with group members individually, and asks for
information and evaluation
Collaborative GII
To work together with your team to make a choice.
IV. PATH-GOAL THEORY
It was developed by Robert J. House, a professor of leadership and

organizational behavior.
 The Path-Goal Theory of Leadership states that leadership style

changes according to the situation person is in to achieve a ‘goal’
(objective).
FEATURES OF PATH-GOAL THEORY
Leaders are flexible and they change their styles depending e

situation a person is in.
Leaders adopt a ‘path’ (style) based on the situation.
The Path-Goal Theory is based on Victor H. Vroom’s

Expectancy Theory of Motivation
PATH-GOAL LEADERSHIP STYLES
1. DIRECTIVE LEADERSHIP:
In this style, leaders understand what exactly needs to be done, how
many tasks are to be carried out and the best way to meet
deadlines.
Leaders create a framework that directs their team towards the
objectives.
In addition to communicating a leader explains to others how to
perform a task efficiently.
This management style is ideal for inexperienced team members
who need guidance and support.

2. SUPPORTIVE LEADERSHIP:
In this type, leaders create a friendly environment and

prioritize others’ well-being.
They’re empathetic and supportive of their teams.
This leadership style is suitable for employees who need to
overcome personal challenges such as low morale.
3. ACHIEVEMENT-ORIENTED LEADERSHIP:
Achievement-oriented leaders set ambitious goals.

 They expect the highest forms of achievement, therefore
motivating others to strive for excellence.
They prioritize deadlines, set up challenging goals and aim for
consistent improvement.
They have full confidence in their team’s efficiency,
productivity and problem solving skills.

4. PARTICIPATIVE LEADERSHIP:
Leaders think that it’s crucial to engage and involve

employees in the decision-making process.
 They work collaboratively with their team members,
welcoming their ideas and strategies.
 Participative leaders act as friends, are open to suggestions
and discuss with the team how the organization’s goals can
be achieved.
TWO SIDES OF PATH-GOAL THEORY OF LEADERSHIP
PROS:
Beneficial for time-sensitive situations.

Provides a framework for leaders to monitor their style and
change it according to evolving business.
Leads to improved employee motivation, satisfaction and
performance.
TWO SIDES OF PATH-GOAL THEORY OF LEADERSHIP
CONS:
 Idealistic theory.
There may be times when a particular situation will require
more than one type of leadership style to manage it.
There’s too much pressure on a leader.
 Very little responsibility on the shoulders of team members
or employees.
TRANSFORMATIONAL LEADERSHIP
DEFINITION:
Transformational leadership is a theory of leadership where a
leader works with teams or followers beyond their immediate
self-interests to identify needed change.
FEATURES:
Create a vision to guide the change through inspiration.
Influence followers to perform beyond their perceived
capabilities.
Inspires people to achieve unexpected or remarkable results.
Gives workers autonomy over specific jobs.
Authority to make decisions once they have been trained.
COMPONENTS OF TRANSFORMATIONAL LEADERSHIP
COMPONENTS OF TRANSFORMATIONAL LEADERSHIP
ADVANTAGES OF TRANSFORMATIONAL LEADERSHIP
ADVANTAGES:
Transformational leadership works well in organizations

where change is needed.
Excellent at communicating new ideas.
Good at balancing short-term vision and long-term goals.
Experience building strong coalitions and establishing
mutual trust.
They have integrity and high emotional intelligence
(empathy with others).
DISADVANTAGES OF TRANSFORMATIONAL LEADERSHIP
DISADVANTAGES:
Ineffective in initial stage or ad-hoc situations

Require an existing structure to fix
Bad fit in bureaucratic structures
CONCLUSION

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TOPICS:

contingency theory of leadership puts forth the idea that the

I. Fiedler’s Contingency Theory

 High LPC = Relationship-oriented leader.

Step 1: Identify your Leadership Style

“Situational Leadership is the most practical on-the-job tool.

This style allows other team members to be responsible for certain

This style is used by leaders who frequently give explicit directions

 Creates a common language of performance

Also known as the Vroom-Yetton-Jago Decision-Making

This contingency leadership model puts forth the idea that

There are three general leadership styles included in this

It was developed by Robert J. House, a professor of leadership and

 The Path-Goal Theory of Leadership states that leadership style

Leaders are flexible and they change their styles depending e

Leaders adopt a ‘path’ (style) based on the situation.

The Path-Goal Theory is based on Victor H. Vroom’s

In this type, leaders create a friendly environment and

Achievement-oriented leaders set ambitious goals.

Leaders think that it’s crucial to engage and involve

Beneficial for time-sensitive situations.

Transformational leadership works well in organizations

Ineffective in initial stage or ad-hoc situations

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