Leadership Approaches (For Distribution)

NATIONAL COLLEGE OF BUSINESS AND ARTS
CENTER FOR GRADUATE STUDIES IN BUSINESS AND MANAGEMENT

MASTER IN BUSINESS ADMINISTRATION
Fairview, Quezon City
Leadership & Change:

Behavioural Approaches to Leadership;
Contingency Approaches to Leadership Style; and
Supervisor’s Unique Leadership Role
Subject: Human Behavior in Organization

Professor: Dr. Maximo Artieda
Presented By: Kristiel Anne J. Estiller
Great Man Theory (1840s)
The Great Man 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.
Trait Theory (1930's - 1940's)
The trait leadership theory believes that people are either born or are made with certain
qualities that will make them excel in leadership roles. That is, certain qualities such as
intelligence, sense of responsibility, creativity and other values puts anyone in the shoes of a good
leader.
Leadership skills can be developed and nurtured. Thus, organizations need to spend time
and resources in training leaders to acquire certain desirable traits.
Behavioural Theories (1940's - 1950's)
In reaction to the trait leadership theory, the behavioural theories are offering a new
perspective, one that focuses on the behaviours of the leaders as opposed to their mental,
physical or social characteristics.
In other words, leaders are made not born.
THE BEHAVIOR APPROACH: WHAT DO LEADERS DO?
 approach to leadership—particularly, those focusing on what leaders do, rather than who
leaders are—paint a more encouraging picture for those of us who aspire to leadership
positions. This orientation is known as the behavior approach. By emulating the behavior
of successful leaders the possibility exists that just about anyone may become an effective
leader.
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Two Forms Leadership Behaviour:
1. Production-centered
o concerned with the tasks or getting the job done, also known as initiating structure
o Leaders emphasized technical aspects of job, set job standards, close supervision
of subordinates.
o were mainly concerned with production and focused primarily on getting the job
done. They engaged in actions such as organizing work, inducing subordinates to
follow rules, setting goals, and making expectations explicit.
2. Employee-centered
o concerned with the people also known as
o Leaders interested in their subordinates as people, encourage worker participation
in the organizational goal-setting process.
o primarily concerned with establishing good relations with their subordinates and
being liked by them. They engaged in actions such as doing favors for
subordinates, explaining things to them, and assuring their welfare.
Contingency Theories (1960's)
The Contingency Leadership theory argues that there is no single way of leading and that
every leadership style should be based on certain situations, which signifies that there are certain
people who perform at the maximum level in certain places; but at minimal performance when
taken out of their element.
According to this approach, there is no one best style of leadership. Instead, they suggest
that certain leadership styles may prove most effective under certain conditions. Contingency
theories seek to identify the conditions and factors that determine whether, and to what degree,
leaders will enhance the performance and satisfaction of their subordinates.
CONTINGENCY APPROACHES TO LEADERSHIP
Situational leadership
 it focuses on the best leadership style for a given situation

 developed by Hersey and Blanchard argues that leaders are effective when they select
the right leadership style for the situation they face. Essentially, this depends on the
maturity of followers, or, their readiness to take responsibility for their own behavior.
 based on two variables with which we are already familiar:
(1) task behavior—the degree to which followers have the appropriate job knowledge and
skills
(2) relationship behavior—the degree to which followers are willing to work without taking
direction from others
 Leadership is composed of both a directive and supportive dimension. Coaching and
delegating were added to provide four styles.
Path-Goal Theory: Leaders as Guides to Valued Goals
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 The theory contends that subordinates will react favorably to leaders who are perceived
as helping them make progress toward various goals by clarifying the paths to such
rewards.
 the things a leader does to help clarify the nature of tasks and reduce or eliminate
obstacles will increase subordinates' perceptions that working hard will lead to good
performance and that good performance, in turn, will be recognized and rewarded. And,
under such conditions, motivation will be enhanced, which may help enhance
performance.
Four leader behavior:
1. Directive / Instrumental - an approach focused on providing specific guidance,

establishing work schedules and rules.
2. Supportive - a style focused on establishing good relations with subordinates and
satisfying their needs. This approach is effective when used with employees who are
motivated to work, improve themselves and their abilities, and accomplish goals.
3. Participative - a pattern in which the leader consults with subordinates, permitting them
to participate in decision making.
4. Achievement-oriented - an approach in which the leader sets challenging goals and
seeks improvements in performance. The benefits to the company of the achievement-
oriented leader approach include greater employee confidence and commitment, more
employee decision making, increased employee creativity, more challenging objectives,
and reduced supervision for employees who work best independently.
Transformational Leadership
 A transformational leader wants nothing more than to make a change. This person
motivates every team member with their strong communication skills, empathy and
vision. Transformational leaders have a high level of social intelligence and a
knack for elevating everyone around them. If anyone can realize the potential of
an organization, it’s a transformational leader. Transformational leadership is often
cited as the most desired and successful supervisory style.
Transactional Leadership
 A transactional leader prefers to establish a clear chain of command, with every

person on the team having a defined role. This person treats work as a transaction.
Good work is rewarded, while poor work is frowned upon. In some ways, this can
be motivating to employees, as they are driven by the potential reward of a job well
done. However, the transactional leader doesn’t leave much room for creativity or
out-of-the-box thinking. This leader likes to keep things neat and traditional.
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NATIONAL COLLEGE OF BUSINESS AND ARTS

CENTER FOR GRADUATE STUDIES IN BUSINESS AND MANAGEMENT

Leadership & Change:

Subject: Human Behavior in Organization

Great Man Theory (1840s)

Trait Theory (1930's - 1940's)

Behavioural Theories (1940's - 1950's)

In other words, leaders are made not born.

THE BEHAVIOR APPROACH: WHAT DO LEADERS DO?

Contingency Theories (1960's)

CONTINGENCY APPROACHES TO LEADERSHIP

 it focuses on the best leadership style for a given situation

Path-Goal Theory: Leaders as Guides to Valued Goals

Four leader behavior:

1. Directive / Instrumental - an approach focused on providing specific guidance,

 A transactional leader prefers to establish a clear chain of command, with every

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