HISTORICAL DEVELOPMENT OF LEADERSHIP Situational theories, therefore, give greater consideration to

THEORIES the complexity of dynamic social situations and the many

individuals acting in different roles who will ultimately
History of Situational Leadership contribute to the outcome.
The history of Situational Leadership theory traces back to
the late 1960s and early 1970s when it was first developed by The Situational Leadership II (or SLII model) was developed
Paul Hersey and Ken Blanchard. Both were academics and by Kenneth Blanchard and builds on Blanchard and Hersey's
management experts who sought to create a leadership model original theory.
that emphasized flexibility and adaptability in leadership
behavior.
Competence and Commitment
Origins and Development
Developmental Level
Paul Hersey, a professor and author with a background in
management, collaborated with Ken Blanchard, a prominent
leadership expert and motivational speaker, to create a
practical leadership model that could be easily applied in
various organizational settings. Their work culminated in the
creation of the Situational Leadership®Theory (SLT), which
was first introduced in their 1969 book Management of
Organizational Behavior.

Leadership Styles

SLII Leadership Styles

The Psychology of Decision-Making Strategies

Maturity Levels

Matching Styles and Levels

Key Elements of Situational Leadership Theory

How it Works
A more "telling" style may be necessary at the beginning of a
project when followers lack the responsibility or knowledge to
work on their own. As subordinates become more experienced
and knowledgeable, however, the leader may want to shift Transactional Leadership
into a more delegating approach.
 This theory of leadership was first described in by
sociologist Max Weber and further explored by Bernard M.
Bass in the early 1980s. Take a closer look at how the
transactional style works as well as some of the potential
benefits and downsides of this style.

Basic Assumptions of Transactional Leadership

 People perform their best when the chain
of command is definite and clear.
 Rewards and punishments motivate
workers.
 Obeying the instructions and commands
The concept of transformational leadership started with of the leader is the primary goal of the
James [Link] in 1973 and was expanded by James Burns followers.
in 1978.  Subordinates need to be carefully
monitored to ensure that expectations are
Components of Transformational Leadership met.
People perform their best when the chain
Four main elements of Transformational Leadership of command is definite and clear.
 Rewards and punishments motivate
workers.
 Obeying the instructions and commands
of the leader is the primary goal of the
followers.
 Subordinates need to be carefully
monitored to ensure that expectations are
met.

Characteristics of Transformational Leaders

 Able to encourage others to communicate and
participate
 Active listening skills
 Adaptability
 Authenticity and genuineness
 Creativity
 Emotionally intelligent
 Inspirational
 Open-mindedness
 Proactive problem-solvers
 Self-awareness
 Supportive
 Willingness to take responsibility
 Willingness to take well-informed risks

Effects of Transformational Leadership

History of Transactional
Leadership
Contempory Leadership Theories

Leader-Member Exchange (LMX) Theory

Servant Leadership Theory

Authentic Leadership Theory

Complexity Leadership Theory

Charismatic Leadership Theory

Participative Leadership Theory

Power-and-Influence Theory
THEORETICAL FRAMEWORKS OF LEADERSHIP

TRAIT THEORY
Understanding Leadership Traits and Effectiveness

What is Trait Theory?

 Suggests that some people are born with natural leadership
qualities.
 Focuses on identifying traits that make leaders successful
.

Early Studies (1900s)

• Psychologists believed that some people are naturally born
to be leaders because of their physical traits (height, energy)
or personality trait (confidence, intelligence, dominance
• However, they found no single trait that all great leaders
have
.
Modern Studies
Newer research shows that a combination of personality traits
is important for leadership.

Big Five Personality Traits

1. Extraversion
refers to a personality trait characterized by sociability,
talkativeness, assertiveness, and high energy levels

2. Conscientiousness
personality trait that reflects a person’s ability to be organized,
responsible, disciplined, and goal-oriented

3. Openness to experience
is a personality trait that reflects a person’s curiosity,
creativity, imagination,and willingness to try new things

4. Agreeableness
is a personality trait thatreflects a person’s kindness,
compassion, cooperativeness, and ability to get along with
others

5. Emotional stability
refers to a person’s ability to remain calm, composed, and
resilient in stressful situations

Other Important Leadership Traits

1. Flexibility
refers to a person's ability to adapt to change, adjust to new
situations, and remain open to different ideas or approaches.

2. Charisma
personal quality that enables someone to influence, inspire,
and attract others through charm, confidence, and strong
communication skills.

3. Social intelligence
is the ability to understand, navigate, and manage social
relationships effectively. In leadership, social intelligence is
crucial for influencing others, resolving conflicts, and
fostering teamwork
.
Why One Trait is Not Enough?
 Leadership depends on the situation.
 Different jobs and teams need different leadership styles.
 A great leader adapts to different challenges instead of
having just one fixed trait. WHAT KIND OF BEHAVIOR LEAD TO SUCCESS?
1. TASK-ORIENTED LEADERSHIP
2. RELATIONSHIP-ORIENTED LEADERSHIP

INITIATING
• Assigning specific tasks
• Maintaining standards

WORK PERFORMANCE

• Defining group roles

• Meeting deadlines & goals

CONSIDERATION
• Concern for subordinates’
Asking for their opinion & suggestion

JOB SATISFACTION
Encouraging communication
• Showing mutual respect & trust

HOW TO BE AN EFFECTIVE LEADER?

 BE AN EFFECTIVE COMMUNICATOR
 BE BOTH TASK & RELATIONSHIP ORIENTED Step 1. Determine the Leadership Style
 DEVELOP LEADERSHIP EFFICACY Task-oriented: ensures subordinates performs at high level
 CAREFUL ATTENTION TO DECISION-MAKING Relationship-orietned: concerns good relation with
 MONITOR PERFORMANCE, SET CHALLENGING subordinates
GOALS, GIVE FEEDBACK
 REMEMBER LEADERSHIP IS A TWO-WAY Step 2. Defining the Situation
STREET Leader-Member Relations: quality of interpersonal
 BE FLEXIBLE & ETHICAL relationships among a leader and group members.
 LEARN TO DELEGATE Task Structure: degree of clarity or ambiguity in the group’s
work activities.
A task-oriented leader might be effective in certain situations Position Power: the authority of the leader to reward and
under specific circumstances, whereas a relationship-oriented punish his/her subordinates.
leader might be effective in another situation.
Step 3. Application
CONTINGENCY THEORIES Very favorable: everything is under control.
Moderately unfavorable: relationships are needed
Leadership is not a one-size-fits-all process. The Contingency Very unfavorable: the leader takes charge to bring structure
Theory of Leadership suggests that the effectiveness of a
leader depends on how well their leadership style fits the
specific situation. This means that different situations require Hersey-Blanchard Situational Leadership Model (1969)
different types of leaders to achieve success.
Creators: Paul Hersey and Ken Blanchard.
Fiedler’s Contingency Model (1967)
Core Idea: Leaders should adapt their style based on the
Creator: Fred Fiedler team’s maturity and readiness.
Core Idea: Leadership effectiveness depends on the fit
between the leader’s style and the situation’s favorableness.
 Decision-Making Model (1973)

Creators: Victor Vroom, Philip Yetton, and later Arthur Jago.

Core Idea: The best decision-making style depends on the
situation and how much team input is needed.

Strategic Contingencies Theory (1970)

Creator: Charles Perrow.

Core Idea: Power in an organization is held by the department
that can best handle the organization’s critical problems

Problem Solving Ability: Departments that solve major

organizational problems gain power.
Dependency: Power shifts to those who others depend on
most.

Application:
Leadership influence grows when leaders position themselves
as key problem-solvers in the organization.
Leadership Styles
Telling (Directing): for inexperienced teams.
Selling (Coaching): for teams needing motivation and Leader-Member Exchange (LMX) Theory (1975)
guidance.
Participating (Supporting): for teams that need Creators: George Graen and Fred Dansereau.
encouragement. Core Idea: Leadership effectiveness depends on the quality of
Delegating: for highly skilled and motivated teams. relationships between leaders and followers.

Path-Goal Theory (1971) In-Group: Employees with strong, trusted relationships with
the leader. They get more opportunities and support.
Creator: Robert House. Out-Group: Employees with weaker relationships with the
Core Idea: A leader’s role is to clear the path for their team to leader. They receive fewer resources and opportunities.
achieve goals.
Application:
Leadership Styles Leaders should strive to build high-quality relationships with
Supportive: focuses on employee well-being and building all team members to improve overall performance.
relationship
Directive: provides clear instructions and expectations
Achievement-Oriented: sets high standards pushes for Leadership Substitutes Theory (1978)
excellence
Participative: involves employees in decision-making Creators: Steven Kerr and John M. Jerkier
Core Idea: In certain situations, leadership becomes
unnecessary or redundant beacuse other factors take over.

Factors that reduce the need for direct leadership:

Task Characteristics: Highly structured tasks require less
supervision.
Team Characteristics: Skilled and motivated teams don’t need
constant guidance.
Organizational Characteristics: Strong policies and systems
reduce dependence on leaders.

Application:
In environments where tasks are clear, teams are skilled, and
processes are well-defined, leadership can take a back seat.
For example, in my live-selling business, once my assistant
mastered order tracking, I didn’t need to oversee it anymore.

Multiple-Linkage Model (1981)

Creator: Gary Yukl

Core Idea: Leadership effectiveness is influenced by multiple
factors that interact in complex ways.

Leader Behavior: Direct actions taken by the leader.

Subordinate Characteristics: Team skills and motivation.
Task Structure: Clarity and complexity of the task.
Group Processes: Communication and teamwork.
Organization Environment: Support systems and culture.

Application:
Success depends on managing all these factors effectively. For
instance, during a live-selling event, I not only present
products (leader behavior) but also ensure my team handles
order-taking efficiently (subordinate characteristics), the
process is clear (task structure), and we all communicate
smoothly (group processes).

Cognitive Resource Theory (1987)

Creators: Fred Fiedler and Joe Garcia.

Core Idea: A leader’s intelligence and experience impact
performance, but their effect depends on stress levels.

In Low-Stress Situations: Intelligence is more important than

experience.
In High-Stress Situations: Experience is more important than
intelligence.

Application:
Leaders should rely on their intelligence to solve problems
when calm, but lean on past experience when under pressure.

Situational Crisis Communication Theory (SCCT) (2007)

Creator: W. Timothy Coombs.

Core Idea: Leaders should adapt communication strategies
during crises to protect the organization’s reputation.

Crisis Type: Natural disasters, accidents, or intentional crises

Response Strategies: Denial, excuse, justification, apology.

Application:
In times of crisis, leaders should choose the right
communication strategy to maintain trust and credibility.
 4th Level- ORGANIZATIONAL METAMORPHOSIS
Positive change is evidently manifested in the whole
Transformational Leadership Theory company/ institution

TRANSFORMATION 5th Level- COMMUNAL METAMORPHOSIS

Positive change goes beyond the company/institution and
a complete change in the appearance or character of extends to the community.
something or someone, especially so that that thing
or person is improved Transformational Leadership
Authentic Leadership
James V. Downton Ethical Leadership
introduced the idea of transformational leadership in 1973. Servant Leadership
James Burns developed it in 1978.

Bernard Bass
(1990) explained the psychological mechanisms that are the
basis of the theory

Transformational leadership

is a theory of leadership where a leader works with teams or

followers beyond their immediate self-interests to identify
needed change and create a vision to guide the change through
influence, inspiration, and execution in tandem with
committed members of a group.

is a leadership style where leaders inspire, motivate, and

stimulate their followers intellectually to work towards a
shared and valued goal.

Four (4) primary elements to transformational leadership

style

1. Idealized Influence
Leaders act as role models, demonstrating high ethical
standards and inspiring trust

2. Inspirational Motivation
leaders articulate a clear and compelling vision, motivating
followers to achieve it.

3. Intellectual Stimulation
Leaders encourage creativity and innovation, challenging
followers to think critically and solve problems

4. Individualized Consideration Conclusion:

Leaders provide personalized support and guidance, Transformational leadership had medium to large effect sizes
recognizing and addressing the individual needs of their on a range of outcomes, demonstrating its consistent and
followers strong links with individual, team, and organisational
outcomes.

Levels of Transformation

1st Level- PERSONAL TRANSFORMATION

Positive change happens in the physical, mental, emotional,
social, and spiritual dimensions of an individual

2nd Level- PROFESSIONAL TRANSFORMATION

Positive change occurs across the dimensions of knowledge,
skills, values, and attitudes.

3rd Level- WORKPLACE TRANSFORMATION

Positive change impacts within the business process or
relationship within the function division/section of office
department
AUTHENTIC LEADERSHIP THEORY 2. THEORETICAL APPROACH

Authenticity of leaders and their leadership.

Started with the discussion of “ethics” dimensions of
postmodern leadership approaches towards the end of the
1900s/2000s or the 21st century.

Authentic leaders lead their followers with heart.

Conger and Kanungo claimed that authentic leadership would
illuminate the dark side of charismatic leaders.

INTRAPERSONAL PERSPECTIVE
Focuses closely on the leader and what goes on within the
leader.

INTERPERSONAL PERSPECTIVE
An interpersonal/reciprocal process that outlines authentic FACTORS that INFLUENCE
leadership as relational, created by leaders and followers Authentic Leadership
together.
1. POSITIVEPSYCHOLOGICAL
DEVELOPMENTAL PERSPECTIVE CAPACITIES/ATTRIBUTES:
Views authentic leadership as something that can be nurtured
in a leader, rather than a fixed trait.

Characteristics that distinguish authentic leaders from other

leaders, according to Sharmir and Eilam are as follows:

The leadership of authentic leaders is not fake.

Accordingly, authentic leaders do not take on a leadership role

or perform leadership activities for status, honor, or other
personal prizes.

Authentic leaders are original, not imitations.

Authentic leaders are leaders whose actions are based on their 2. MORAL REASONING
values and beliefs. The capacity to make ethical decisions about issues of right
or wrong and good or bad. It enables leaders to be selfless and
APPROACHES to Authentic Leadership make judgments that serve the greater good.

PRACTICAL APPROACH 3. CRITICAL LIFE EVENTS

- acts as catalysts for change.
Bill George’s Authentic Leadership Approach - Authentic Leadership rests heavily on the insights people
attach to their life experiences.

STRENGTHS OF AUTHENTIC LEADERSHIP

 Fulfills an expressed need for trustworthy leadership in

society.

 Both the practical and theoretical approaches clearly

point to what leaders should do to become authentic
leaders.

 Underlying both the practical and theoretical approaches

is the idea that authenticity requires leaders to do what is
“right” and “good” for their followers and society.

 Emphasizes that authentic values and behaviors can be

developed in leaders over time.

 Can be measured using the Authentic Leadership

Questionnaire (ALQ).