Style Theory

Style theoires of leaderships were developped after the trait theories.
Attempts to identify behavioural pattersn of individuals traits that results in certain patterns of behaviour.
Lewin and others described 3 categories of the behaviours of leaders:
1. Autocratic leader
2.Democratic leader
3.Laissez-faire leader

Trait Theory

• Leadership trait theory states that people are born with certain leadership traits. As some traits are found in effective leadership, the theory states that if if you could find people with the above traits, you will be able to identify leaderss.
• it is important to identify the characters found in a leader. It is more important to know what characters the followers search for in leaders.
• Ideas pertaining to this theory were present even prior to the emergence of leadership theories.
• The basic presumption in this theory is that the leadership qualities and characteristics of a person are either inherited or developed in the early stage of a life of a person.

These are the 3 assumptions of the Trait Theory:

1. Individual should have certain personal characteristics to become a leader.
2. Such a person has fixed charachteristicss hence he can function as a leader in any situation.
3. Characteristics are identifiable amd measureable so the leadership ability of a person can be predicted in advance.

Though many researches are available to focus on the traits, there is no consistency in findings. However, some mention 5 characteristics as important:

1. Intelligence
2. Dominance
3. Self Confidence
4. High level of Energy
5. Task Related Knowledge

Short comings of Trait Theories

Critics of the Trait theory point out the following shortcomings:

1. Characteristics found to be important for leaders are found in followers as well.
2. There is no agreement in the characteristics considered to be important as some of them are not even characteristics of recognized leaders.
3. Identification of an effective leader is a subjective judgement. The process of defining the traits of a leader is also difficult and subjective.
4. Success of a leader depends, not only on personal characteristics, but also in external factors.
5. Some of the traits are also behavioural characteristics subjective to variation depending on the situation.

Validity of Trait Theory

Though treated as defective and invalid, even the critics of the trait theory accept that there are some usefulness in this theory:

1. Ability to identify accurately the requirement of a given situation.
2. Having the ability and the flexibility to decide a behavioural pattern appropriate to the given situation.

Leadership Theories and Models

There are several theories of leadership. Most of these theories have been developped in America. Most of the studies have been conducted considering the managers holding leadership positions as leaders, though there is a difference between management and leadership.

Leadership theories can be classified according to following headings:

1. Breath of Application Categorization (To which range of situations is the leadership applied)
1) Universal Approach
a. Trait Theory
b. Style Theory

2)Situation Specific Approach
a.Fiedler's Contingency theory
b.House's Path Gaol Theory
c. Vroom-Yetton-Jargo Theory
d. Contingency Theory of Hersey and Blanchard

2. Level of Focus Categorization (What does the thoery focus on?)

1)Person -Centred Theories
a.Trait Theories
b.Fiedler's Contingency Theory

2)Behaviour-Centred Theories
a.Style Theory
b.House's Path Goal Theory
c.Vroom-Yetton-Jago Theory

Approaches to Study of leadership

There are two distinctive approaches to the study of leadership:

1. Descriptive approach
2. Functional approach


Descriptive approach:
Explores the traits and characteristics a person is expected to have to be considered as a leader.



Functional Approach:
Explores the things is expected to do in order to be regarded as a leader.

Strengths of Functional Theories of Leadership
1. Not having to depend solely on the formal authority and power vested to a leader by his organization.
2. The leader can adopt different styles of leadership depending on the circumstances.


Leadership from Social Exchaneg theory Perspective:

Social exchange theory assumes that all human relationships are formed by the use of a subjective cost-benefit analysis and the comparison of alternatives. For example, when a person perceives the costs of a relationship as outweighing the perceived benefits, then the theory predicts that the person will choose to leave the relationship. The theory has roots ineconomics, psychology and sociology.


It assumes that there is a "reciprocal causality" between the leader and the followers.

That means the followers expect a certain outcome of the leadership.
Leader also expects some satisfaction when the followers do things that they are expected to do.



Reciprocal Causality

The concept of Reciprocal Causality says that two events influence each other simultaneously. Consider the two events, A and B. These events influence each other reciprocally if both A influences B and B influences A. A dramatic example of a situation in which two events influence each other reciprocally is the accident where two cars collide frontally.



Two models of leadeship arise from the Social Exchange Theory.

1. Action Centred Leadership (ACL) Model

2. Vertical Dyad Leadership (VDL) Model




John Adair Action Centred Leadership Model









This theory states that the leader is expented to do three interrelated functions:

1. Task related function


2. Team related function


3. Individual related function

Adair said that leaders should therefore concentrate on:
1. Task Completion (achieve the task)
2. Creating and sustaining a group of people that work together as a team (build and sustain a team) and
3. Development of individuals within the team (develop the individual).

It is clear that the individuals make up teams and teams in turn accomplish tasks, thus the three are interrelated. just one week individual can weaken the team, and such an unstable team will not accomplish the task.

Leadership functions:

1. Defining all tasks so that goals and objectives are SMART (Specific, Measurable, Achievable, Realistic and Time-Constrained).

2. Regular team briefings to make the team aware and to motivate them.

3. Motivating- successful and efficient task completion is dependant on motivated teams.

4. Organising: to prevent wastage resources and the loss of efficiency.

5. Planning: Tasks need to be planned with regards to the objectives, timescales and individual responsibilities. Planning should include contingencies.

6. A leader should constantly evaluate prior to, during and after events. This should include an evaluation of performance, training for individuals and lessons from previous experiences.

7. A leader needs to control a number of areas including maintaining overall control of the project, implementation of good control systems, and they need to possess self control.

To perform the above functions, the leader should have the following skills:


1. Having knowledge of the behavioural process of the individual members of the group and taking remedial action to resolve any problems arising from them.


2. Ability to see which of the afore mentioned functions needs attention.


3. Interpersonal skills needed to bring about the balance between the three afrementioned functions.

Vertical Dyad Leadership Model

The Leader-Member Exchange theory (shortly LMX theory) occupies a unique position among leadership theories because of its focus on the dyadic relationship between leader and follower. LMX theory was originally referred to as Vertical Dyad Linkage (VDL) theory by Dansereau, Graen & Haga in 1975.

1. There is no one leadership relationship between the leader and the followers, they vary from time to time.

2. The leader is expected to have a multiplicity of vertical relationships between different followers as they are different from one to the other.

According to VDL, there are only two types of relationships

1. In-group member relationship

2. Out-group member relationship

In-group members;

1. Thye are expected to do more than the minimum requirement.

2. They are expected to take the initiative in respect to certain activities.

3. Taken in confidence that others in the group.

4. They are allowed some flexibility in performing theri functions.

Out-group members:

1. These members are expected to do he minimum.

2. Taking initiatives is not expected so much from them.

3. Not much of flexibility offered to perform their duties.

4. They remain at a distance from the leader.

Followers get into one of these two groups based on:
* how well they work with the leader
* how well the leader works with them
* their personalities
* role responsibilities they assume
* follower’s competencies and accomplishments

CDL model has costs and benefits to

1. Leader

2. In-group members

3. Out-group members

*Leder has to use his authority more than personal relattionship to get things done from the out group members.

*Out-group members tend to use in-group members to get things done from the leader.

*Out-group members have to be under obligation to the in-group members for the benefits that they get from thel leader through the in-group members.

In-group and out-group relationships can be found in both formal and informal groups.

Picture Credit:

http://leadershipchamps.wordpress.com/2008/04/21/leader-member-exchange-lmx-theory/

What is leadership?

• Whenever there is a group, the need for leadership arises.
• Even among anarchists who reject authority, there is some from of leadership.
• When there is a group of more than one, a leader is available.
• Leadership is instinctive. Survival demands group activity.
• Ex:Ancient tribes like Veddhas, African etc also have leaders.
• Group activity in turn demands leadership.

• It is strongly believed and rightly so that the success or failure of a group, organization or even a nation depends to a great extent on leadership as can be seen even from historical concerns.
• Ex: Asoka of India
• Leadership wields authority and influence over others as people who provide leadershiphappen to be more capable people. Thus people like leadership positions.
• Exercise of leadership than mere authority makes people work more and also willingly even without the need for monitoring and supervision.

Definitions of leadership:

1. The process of one individual in a group influencing other members of the group towards achiving the goal or goals of the group or the organization. - R.A. Barron and J Greenberg - 1999.

2. The process of creating a vision for others and having the process to translate that into reality and aslo sustain it - J.P.Kotter The essence of this definition is that when vision is understood and accepted by the people, they strive to achive it.

There is no fundamental difference between thesetwo definitions.

Some draw backs of these definitions;

1. Followers of the leader are assumed to be passive participants of the group ior organisation.
2. Nothin is said about the coercive power to authority a person may be vested with to function as a leader.
3. Leadership is shown to a goal directed activity though followers have other socioeconomic motives too.
4. Followers have the faith that the leader can be trusted to achieve both theri goals and the socioeconomic motives.

Thus the above definitiopns can be regarded as too simplistic for gaining full understanding of leadership.

A better Definition:

A process of interaction between the leader and followers in a way that enables the leader to influence the action and behaviour of the followers in a non-coercive way for the accomplishment of the aims and objectives of the followers.-Drek Rollinson , 2002.