Leadership Theories

Leader-Member Exchange (LMX) Theory

 This is a conceptualize leadership as a process that is centered on the interactions between a leader and subordinate.
 Observed by George Graen and his subordinates.
 In-Group – more information, influence, confidence, and concern for leader. More dependable, highly involved and
communicative than out-group.
 Out-Group – less compatible with leader. Usually just come to work, do their job and go home.
Path-Goal Theory
 This theory states that a leader’s behavior is acceptable to subordinates insofar as they view it as a source of either
immediate or future satisfaction.
Four different types of leadership styles depending on the situation:
 Directive Leader- lets subordinate know what is expected of them, schedules work to be done, and gives specific guidance as
to how to accomplish tasks.
 Supportive Leader- friendly and shows concern for the needs of subordinates.
 Participative Leader- consults with subordinates and uses their suggestions before making a decision.
 Achievement-Oriented Leader- sets challenging goals and expects subordinates to perform at their highest level.
Leader-Participation Theory
 Proposed by Victor Vroom and Philip Yetton
 A leadership theory that provides a set of rules to determine the form and amount of participative decision making in different
situations.
 This model identifies five styles on the situation & level of involvement. They are:
 Autocratic Type 1 (AI)- leader makes own decision using information that is readily available to you at
the time.
 Autocratic Type 2 (AII)- leader collects required information from followers, then makes decision
alone.
 Consultative Type 1 (CI)- leader shares problem to relevant followers individually and seeks their
ideas and makes the decision alone.
 Consultative Type 2 (CII)- leader shares problem to relevant followers as a group and seeks their
ideas and makes the decision alone.
 Group-based Type 2 (GII)- leader discuss problem & situation with followers as a group and seeks
their ideas through brainstorming.
Implicit Leadership Theory
 Developed by Robert Lord and colleagues.
 Attribution Theory of Leadership- proposes that leadership is merely an attribution that people make about other individuals.
 Charismatic Leadership Theory- this theory says that followers make attributions of heroic or extraordinary leadership abilities
when they observe certain behavior.
Two types of Leaders:
• Transactional Leaders- leaders who guide or motivate their followers in the direction of established goals by clarifying
role and task requirements.
• Contingent Reward
• Management by Exemption (active)
• Management by Exception (passive)
• Laissez-Faire Leader
• Transformational Leaders- leaders who provide individualized consideration, intellectual stimulation, possess charisma.
• Charisma
• Inspiration
• Intellectual Stimulation
• Individualized Consideration
Visionary Leadership
 The ability to create to and articulate a realistic, credible, attractive vision of the future that grows out and improves upon the
present.
 The key properties of a vision are inspirational possibilities that are value centered, realizable, and have superior imagery and
articulation.
Skills of Visionary Leaders
 The ability to explain the vision to others
 The ability to express the vision not just verbally but through the leader’s behavior
 The ability to extend the vision to different leadership contexts
Team Leadership
The challenge of Team Leadership
Becoming an effective team leader requires:
 Learning to share information
 Developing the ability to trust others
 Learning to give up authority
 Knowing when to leave their teams alone and when to intercede
New roles that teams leaders take on
 Managing the team’s external boundary
 Facilitating the team process