ISHWAR ADHIKARI


 QUESTION????

WHY DID YOU
JOIN THIS
COLLEGE ????
 ANSWERS

You want to LEARN
You need a DEGREE to get
GOOD JOB
You want to make a LOT OF
FRIENDS
This college is BEST among all
others
 INTRODUCTION

When you go home after the college, you
feel hungry and want to eat because there is
a FORCE which compels you to have food.
The basic question of the “WHY OF
BEHAVIOUR” or factors which compel us
to do certain activities makes us study the
psychological process is called
MOTIVATION
 MOTIVATION FOR ONESELF


Do you have THEN
a problem in NO
life? WHY
WORRY
YES
YES
Can you do
something NO
about it?



 MOTIVATION

The term “Motivation” is derived from
Latin word MOVERE which means to
move.
Motivation is as the willingness to exert
high levels of efforts towards
organizational goals, conditioned by the
effort’s ability to satisfy some individual
needs (Robbins).
MOTIVATION

 MOTIVATION

▪ The "will" to do is known as motivation.
▪ Motivation refers to the process that account for an
individual’s
▪ Intensity : How hard a person tries
(physically and mentally)
▪ Direction: Towards beneficial goal
▪ Persistence: How long a person tries
 MOTIVATION

Unsatisfied Tensions- Drives for
need/motiv physical, satisfying
es psychological need/motives
sociological

Reduction of Search
Tensions behavior to
Satisfied satisfy needs
needs / motives
 MOTIVATION

Understanding a person's ability and his
motivation helps a manager to predict his level
of performance. Performance of a person is the
product of ability and motivation.
Performance = ability x motivation
Motivation is an internal feeling (Motivation is
inside the person but goal is outside the person)
 MOTIVES

 PRIMARY MOTIVE
Which are predominantly physiological (biological) in
nature and unlearned such as air, water, shelter, food,
etc;
 SECONDARY MOTIVE
Which are social and psychological in nature and
comprise needs for affiliation, belongingness, power,
prestige, knowledge, competence, recognition,
achievement, etc.
 ANOTHER CLASSIFICATION
OF MOTIVES

• INTERNAL MOTIVES: Which
start from the ego needs (freedom,
prestige, recognition, status, etc) of
the person.
• EXTERNAL MOTIVES: Which
arise because of the social and
family influences


 INDICATIONS OF
MOTIVATION

 One wants to come to work
willingly.

When at work, he or she gives his or

her best.

 He or she has a definite sense of

belonging and pride in the
organization.
 INDICATIONS OF
DEMOTIVATION

Increasing Absenteeism
Low Output and Productivity
An Increasing Rate of Accident
An Increasing Rate of Wastage of Raw
Material .
Rank Indiscipline
Frustration and Unrest in the Work Place
Violent Behavior of Employees: Strikes,
Demonstration etc.


 THEORIES OF
MOTIVATION
Traditional

Fear and Punishment
Theory
Theory
Reward Theory
Motivation

Carrot and Stick

Theories

Theory
Maslow Hierarchy
Need Theory
Two Factor Theory
Modern/ ERG Theory
Content McClelland
Theory Achievement Theory

Expectancy Theory



 MASLOW HIERARCHY OF
NEEDS THEORY

Maslow's "need hierarchy theory" is probably
the most popular theory of motivation.
Suggested that people have a complex set of
strong needs which determines the behavior of
individuals.
In 1943, He formulated his theory of
hierarchical needs by asking the same
question: "what is it that makes people behave
the way they do?"
Maslow’s Hierarchy of Needs

MOST NEEDS HAVE TO DO WITH
SURVIVAL PHYSICALLY AND
PSYCHOLOGICALLY

PHYSIOLOGICAL OR SURVIVAL NEEDS

Maslow’s Hierarchy of Needs


ON THE WHOLE AN INDIVIDUAL
CANNOT SATISFY ANY LEVEL
UNLESS NEEDS BELOW ARE
SATISFIED

SAFETY NEEDS

PHYSIOLOGICAL OR SURVIVAL NEEDS

Maslow’s Hierarchy of Needs

SOCIAL NEEDS

SAFETY NEEDS

PHYSIOLOGICAL OR SURVIVAL NEEDS

Maslow’s Hierarchy of Needs


ESTEEM NEEDS

LOVE, AFFECTION, AND

BELONGINGNESS NEEDS

SAFETY NEEDS

PHYSIOLOGICAL OR SURVIVAL NEEDS

Maslow’s Hierarchy of Needs


NEED
FOR
SELF-
ACTUALIZATION

MASLOW EMPHASIZES NEED FOR

SELF
ACTUALIZATION IS
A HEALTHY INDIVIDUAL’S PRIME
MOTIVATION
Maslow’s Hierarchy of Needs
NEED
SELF-


ACTUALIZATION

ESTEEM NEEDS

LOVE, AFFECTION, AND

BELONGINGNESS NEEDS

SAFETY NEEDS

PHYSIOLOGICAL OR SURVIVAL NEEDS







 CRITICISIM

Theoretical difficulties: Non-testable theory.
Viewed as a theoretical statement.
Research Methodology: It is clinically derived
theory and its unit of analysis is individuals.
(puts all people in one group)
Artificial classification of needs: Needs cannot
be classified into 5 steps.
The need priority model may not apply at all
times in all places.
In case of some people, the level of need may be
permanently lower.
THEORY X and THEORY Y

 Douglas McGregor proposed this theory of
motivation.
 He found that there are distinctly two types of
people in the world - one with positive nature and
the other with negative nature.
 He explained that by identifying the group of people
by their nature, they can be behaved accordingly to
drive them towards hard work without much
difficulty.



TWO FACTOR THEORY

The two-factor theory (also known
as Herzberg's motivation-
hygiene theory and dual-factor theory)
Two factor theory states that
“There are certain factors in the work
place that causes job satisfaction ,
while a separate set of factors causes
dissatisfaction.
 EXTRINSIC,HYGIENE, JOB-
CONTEXT OR
MAINTENANCE
 FACTORS
Presence of these factors does not
cause motivation but their absence
causes dissatisfaction.
They are, therefore, dis-satisfiers and
not motivators. They simply prevent
dissatisfaction.
EXTRINSIC FACTORS

Company Policy
Supervision
Relationship with Boss
Working Conditions
Salary
Relationship with Peers
 Security
 INTRINSIC, JOB-CONTENT,
OR MOTIVATOR FACTORS

These factors have a positive influence on
morale, satisfaction, efficiency and higher
productivity.
The factors in this group are satisfiers and
motivators.
Their absence does not cause dissatisfaction
but their presence has an uplifting effect on
employee motivation.
INTRINSIC FACTORS

• Achievement
• Recognition
• Responsibility
• Advancement
• Growth
• Work itself


 ERG THEORY

 CLAYTON PAUL ALDERFER , an American
Psychologist extended and simplified Maslow’s
Hierarchy into a shorter set of three needs.

EXISTENCE RELATADENESS GROWTH

ERG THEORY
CLAYTON ALDERFER
 EXISTENCE NEEDS

This group need is concerned with
providing the basic requirements for
material existence such as physiological
and safety needs of Maslow's model.
In a work context , this need is satisfied by
money earned in a job for the purchase of
food, shelter and clothing etc.
RELATADENESS NEED

 These needs roughly correspond to social and
esteem needs in Maslow's model.
 This group of need focuses on the desire to
establish and maintain interpersonal relationships
with family, friends, co-worker and employers.
 Interact with other people, receive public
recognition, and feel secure around people.
 The amount of time most people spend at work
this need is normally satisfied to some extent by
their relationship with colleague and managers.
 GROWTH NEEDS

 These needs are about fulfillment of desires to be
creative, productive and to complete meaningful
tasks.
 They are similar to Maslow's self-actualization
needs.
 These needs are all about personal development. In
a work context a person’s job, career, or profession
can provide a significant satisfaction of growth
needs.

 McClelland's THREE
NEED THEORY

He proposed that an individual’s specific
needs are acquired over time and are
shaped by one’s life experience.
Attempt to identify the characteristics of
people having need for achievement
(N/Ach), need for power (N/Pow), and need
for affiliation (N/Aff).
 Need for Achievement

 Have been found to have intense desire for success
for its own sake and not for money, unless it is
perceived to be directly associated with success itself.
 They are psychologically concerned mainly with
doing things better, career advancement and
accomplishment.
 They seek challenging assignments, prefer to assume
personal responsibilities for results, want prompt
feedback on how well they are doing.
Need for Achievement (contd…)

 They set more difficult but achievable goals for
themselves. They believe that easily achievable
goals hardly provides them with any sense of
achievement.
 They like to work long hours, tend to be restless
and keep on exploring their environment for
opportunities to do new and challenging things.
 They derive greater pleasure and excitement from
solving a complex problem than financial
incentives or simple praise.
 Need for Power

 Person who needs personal power wants to direct
others, and this need often is perceived as
undesirable.
 People who need institutional power (also known
as social power) want to organize the efforts of
others to further the goals of an organization.
 Manager with high need of institutional power
tend to be more effective than those with a high
need of personal power.
SOURCES OF POWER

 REWARD POWER – Based on ability to reward
others;
 COERCIVE POWER – Ability to punish others for
non-compliance or failure;
 LEGITIMATE POWER – Authority to command
the behavior of others;
 REFERENT POWER – Base on identification with
the person exercising power;
 EXPERT POWER – Based on possession of special
knowledge or expertise.
 NEED FOR AFFILIATION
(N/AFF)

People with need for affiliation derive
satisfaction from friendship, love and
belongingness.
They enjoy interaction with others, seek
and lend psychological support and find
satisfaction on developing understanding
and intimacy with others.
The need for affiliation is, thus, social need.

 EXPECTANCY THEORY

 Need theories of motivation (Alderfer, Herzberg,
Maslow, McClelland) attempt to explain what
motivates people in the workplace.
 Expectancy theory is a cognitive(perceving) process
theory of motivation that is based on the idea that :
➢ People believe there are relationships between the
effort they put forth at work,
➢ The performance they achieve from that effort, and
the rewards they receive from their effort and
performance.
 
 Developed by Victor Vroom and others and also
known as path-goal theory.

 According to this theory, motivation to engage in a

given behavior is determined by:
 Individual's perception or expectancy about
outcomes or rewards likely to result from his
given behavior; and
 Attractiveness of that reward to the satisfaction
of his needs.
 Simple Version

 If people expect a positive and desirable outcome , they
will usually work hard to perform at the level expected
of them.
 3 KEY ELEMENTS :
EXPECTANCY, INSTRUMENTALITY, & VALENCE
 A person is motivated to the degree that he or she
believes that:
(a) effort will lead to acceptable performance (expectancy),
(b) performance will be rewarded (instrumentality), and
(c) the value of the rewards is highly positive (valence).
 EXPECTANCY

 This is a person's perception of the chances that a
particular outcome will result from a particular
behavior or action.
 For example, if you work hard during the semester,
you will expect to do well in the final examination.
However, it is not 100 percent definite that you will
indeed do well in the examination.
 There is some probability attached to this outcome.
This expectation of outcome is known as "first level"
outcome.
 Expectancy is relationship between behavior (act)
and outcome.
 INSTRUMENTALITY

 This factor relates to a person's belief and expectancy
that his performance will lead to a particular desired
reward.
 For example, working hard may lead to better
performance which is the first level outcome and it
may result in a reward such as attractive employment,
promotion, salary increase, which is "second level"
outcome.
 If a person believes that his performance will not be
recognized, he will not be motivated to work hard.
 Therefore, instrumentality is the relationship
between performance and reward.
 VALENCE

 Valence is the attractiveness of, or preference for, a
particular outcome to the individual. It is an
anticipated satisfaction from an outcome.
 Positive valence – where the person prefers
achieving the outcome to not achieving it.
 Negative valance –where there is a preference for
avoiding the outcome.
 Zero valence – where person is indifferent to
achieving or not achieving the outcome.
 RELATIONSHIP AMONG THE
ELEMENTS

EXPECTANCY INSTRUMENTALITY VALENCE

EFFORT PERFORMANCE OUTCOME

Motivation = Expectancy x Instrumentality x Valence

 CONCLUSION
Motivation brings changes in 
individuals. The following may be
the changes from motivation-
➢ Motivation makes employees act or behave in an energized
form. Motivation induces better performance and better
understanding in employees. It implies higher productivity.
➢ Performance implies doing a job efficiently and effectively with
a minimum degree of employee-created disruption.
Disruptions can be absenteeism, turnover and accidents.
➢ Job performance is a function of employees’ ability and
motivation, which can be presented as-

Job Performance = Ability x Motivation

 Model Questions

 What is motivation? What are the criticisms of Maslow
Hierarchy theory of motivation? How does ERG theory
of motivation overcome this criticism?
 Discuss about the traditional theory of motivation?
 Discuss about the two factor theory of motivation
developed by the Herzberg’s.
 Explain the path goal theory of motivation in terms of
expectancy, instrumentality and valance.
 Why do people need motives like: motives for
achievement, affiliation, and power? Explain in regards
with McClelland's THEORY OF ACHIEVEMENT
NEEDS




 Introduction
 The

ability to influence a group towards the
attainment of goals.
 The act of motivating or causing people to perform
certain tasks intended to achieve specified
objectives.
 Leadership is guiding and influencing people to
achieve goals willingly and enthusiastically in a
given situation.
 Leadership is the most visible aspect of
management. It is the function by which a manager
unleashes the available resources in order to get the
organization to carry out plans to accomplish
objectives.
 Influencing-
is one of the
Influencing subordinate natures of
leadership. The following types of power have been
found prevalent in leadership while influencing-

1. Power- - Reward power, - Coercive power,

- Expert power, - Referent power
- Legitimate power
2. Reasoning,
3. Assertiveness (boldness) ,
4. Friendliness,
5. Bargaining power,
6. Inspiration,
7. Motivation
Functions of Leadership

Goal Determination
Environmental adaptation
Task orientation
Representation

QUALITIES OF
LEADERSHIP

 Importance of
Leadership

1. Initiates action
2. Motivation
3. Providing guidance
4. Creating confidence
5. Building morale
6. Builds work environment
7. Co-ordination
 Leader
 Manager
❑Innovative and risk taking, ❑Implement, get job done,
❑Develop organization, ❑Maintain organization,
❑Originate, ❑Imitate,
❑Long range view and ❑Short-range & goal
missionary, oriented,
❑Focus people, ❑Focus system and structure,
❑Inspire Trust, ❑Rely on control,
❑Informal power, ❑Formal power,
❑Ask what and why ❑Ask how and when
 STYLE OF
LEADERSHIP

 AUTOCRATIC STYLE
 In

this style, power and decision
making are centralized on the leader.
Its features are –
1. Leaders make all decisions.
Subordinates are not consulted.
2. Leaders have position based authority.
They demand total obedience.
3. Leaders give reward and punishment
as they like,
4. Permits quick decision making.
Information is controlled by leader.
This type of leadership is effective in
emergency and it result high
productivity.

AUTOCRATIC

FOLLOWER FOLLOWER FOLLOWER



DEMOCRATIC STYLE

In this style of leadership, power
and decision making are
decentralized.
 Discussion, consultation and
participation of the subordinates
are encouraged.
 Features

 Leaders consult the subordinates about decisions.
Also, the subordinates willingly cooperate with the
leader,
 Authority and responsibility are delegated.
 Influences flow both ways.
 Performance-based rewards and punishment with
emphasis on results,
 Information is shared between leaders and
followers.
 DEMOCRATIC


FOLLOWER FOLLOWER FOLLOWER

This style of leadership is effective where

team work is necessary. It is very popular for
participatory management. People cooperate
when they feel committed to goals. It results
high morale and productivity.


 FREE REIN (Laissez-
faire) STYLE

In this style, power and decision making
are entrusted on to the subordinates.
Its features are
1. Leaders use very little power and control.
They serve as an information center.
2. Subordinates set own goals. Their potential
is effectively utilized.
 
Subordinates have decentralized authority and
responsibility. They are high degree of
independence in decision making. Influence flow in
all directions.
Free rein

Followers
Followers Followers

It is effective for research oriented jobs.

It lead high morale

 LEADERSHIP
THEORY

 Leadership styles are greatly influenced by
leadership theories. There are mainly three types of
leadership theories-

1. Trait Theory
2. Behavior Theory
3. Contingencies Theory
 Trait Theory

It says that leadership involves from
the possession of certain personal
biological characteristics.
Trait theory of leadership can be
defined as the theory that sought
personality, social, physical or
intelligent traits that differentiate
from non-leader
Under trait theory, a leader defers
mainly in six traits from non-
leaders and they are-

1. Ambition and energy
2. The desire to lead
3. Honesty and integrity
4. Self-confidence
[Link] relevant knowledge,
6. Intelligence.
 Leadership traits are-

Physical Intelligence Personality
Traits Traits traits
Energy Ability Aggressiveness
Appearance Judgment Independence
Height Decisive Self confidence
Weight Fluency of Dominance
Age speech

Limitations of The Trait
Theory

 There is bound to be some subjective judgment in
determining who is regarded as a ‘good’ or
‘successful’ leader
 The list of possible traits tends to be very long.
More than 100 different traits of successful leaders
in various leadership positions have been
identified. These descriptions are simply
generalities.
 There is also a disagreement over which traits are
the most important for an effective leader
 
 The model attempts to relate physical traits such as,
height and weight, to effective leadership. Most of
these factors relate to situational factors.
 For example, a minimum weight and height might
be necessary to perform the tasks efficiently in a
military leadership position.
 In business organizations, these are not the
requirements to be an effective leader.
 The theory is very complex.
 Behavior Theory

 This is in contrast to the trait theory which seeks to
explain leadership in terms of what they “are” and
what they “do”
 According to behavioral theory, leadership is
shown by a person’s acts more than by his traits.
 The leadership effectiveness is determined in terms
of how leaders delegate their tasks, how they
communicate with and motivate their followers.
 
Notable research studies in this area are
 Ohio State University Studies
 Michigan University Studies
 Managerial Grid
 OHIO STATE UNIVERSITY
LEADERSHIP STUDIES

 The focus was on the kinds of behavior of people
in leadership positions and the effects of
leadership styles on group performance..
 The research was based on questionnaires to
leaders and subordinates
 These questionnaires are known as the Leader
Behavior Description Questionnaire (LBDQ) and
the Supervisor Behavior Description Questionnaire
(SBDQ).
Study uses two major dimensions
of leadership behavior, labeled as:


1. Consideration
 The extent to which the leader establishes trust,
mutual respect and rapport with the group and
shows concern, warmth, support and
consideration for subordinates.
 This dimension is associated with two-way
communication, participation and a human
relations approach to leadership.
 Consideration is people oriented.
 
2. Initiating Structure
 The extent to which the leader defines and
structures group interactions towards attainment
of formal goals and organizes activities.

 This dimension is associated with efforts to

achieve organizational goals.
 Initiating structure is task oriented.
 Findings

 Consideration and initiating structure were found to
be uncorrelated and independent dimensions.
 Four types of leadership behavior:
1. Low on consideration and low on structure.
2. Low on consideration and high on structure.
3. High on consideration and high on structure .
4. High on Consideration and low on structure.

 THE OHIO STATE QUADRANTS OF LEADERSHIP
BEHAVIOR


High
Low consideration High consideration
and high structure And high structure

Structure
Low consideration High consideration
And low structure And low structure

Low
Consideration High
 MICHIGAN STUDIES

Leadership studies undertaken by the
University of Michigan Survey Center is
similar to the study of Ohio Sate University,
of which the objectives were to locate the
behavioral characteristics of leaders.
The studies identified two broad leadership
styles - an employee oriented and a job
oriented.
 Employee oriented

 Employee-centered behavior refers to the
extent to which the leader focuses on
meeting the human needs of employees
while developing relationships.
 The leader is sensitive to subordinates and
communicates to develop trust, support,
and respect while looking out for their
welfare.
 Job Oriented

Job-centered behavior refers to the extent to
which the leader takes charge to get the job
done.
The leader closely directs subordinates with
clear roles and goals, while the manager
tells them what to do and how to do it as
they work toward goal achievement.
 Managerial Grid
(Leadership Grid)

 Another behavioral approach to studying
leadership was developed by Robert Blake and
Jane Mouton.
 In general, behavioral scientists have separated
the two primary concerns – concern for
production(accommodating people’s needs and
giving them priority) and concern for
people. (keeping tight schedules)
 
 They believe that a high concern for production
necessarily meant low concern for people , and high
consideration for workers meant tolerance for low
production.
 However, the managerial grid model emphasized that
both concerns should be integrated.
 It assumes that people and production factors are
complementary to each other, rather than mutually
exclusive.
 5,5
Middle-of-the-Road Mgmt
1,9


9 9,9
Country Club
Team
Management 8
Management
7
6
Concern for 5
people 4
3
2
1,1 9,1
Improvised 1 Authority
management 1 2 3 4 5 6 7 8 9 Compliance

Low Concern for High

production
 Co-ordinates (1,1)
Improvished Management

 Managers with this approach are low on both the
dimensions and exercise minimum effort to get the
work done from subordinates.
 The leader has low concern for employee satisfaction
and work deadlines and as a result disharmony and
disorganization prevail within the organization.
 The leaders are termed ineffective wherein their
action is merely aimed at preserving job and
seniority.
 Co-ordinates (9,1)
Authority Compliance (Task
Management )

 Also called dictatorial or perish style.
 Here leaders are more concerned about production and
have less concern for people.
 The style is based on theory X of McGregor.
 The employees’ needs are not taken care of and they are
simply a means to an end.
 The leader believes that efficiency can result only through
proper organization of work systems and through
elimination of people wherever possible.
 Such a style can definitely increase the output of
organization in short run but due to the strict policies and
procedures, high labour turnover is inevitable.
 Co-ordinate (1,9)
Country Club Management

 Thoughtful attention to the needs of people.
 Personal and meaningful relationship with
workers.
 Friendly atmosphere and high morale.
 The leader feels that such a treatment with
employees will lead to self-motivation
 Loosely structured work design.
 Primary concern for people, production secondary.
 Co-ordinate (9,9)
Team Management

 Characterized by high people and task focus.
 The style is based on the theory Y of McGregor and
has been termed as most effective style according
to Blake and Mouton.
 The leader feels that empowerment, commitment,
trust, and respect are the key elements in creating a
team atmosphere which will automatically result in
high employee satisfaction and production.
 Co-ordinates (5,5)
Middle-of-the-Road
Management

 This is basically a compromising style wherein the
leader tries to maintain a balance between goals of
company and the needs of people.
 The leader does not push the boundaries of
achievement resulting in average performance for
organization.
 Here neither employee nor production needs are
fully met.
 Advantages of
Managerial Grid

 The Managerial or Leadership Grid is used to help
managers analyse their own leadership styles
through a technique known as grid training.
 This is done by administering a questionnaire that
helps managers identify how they stand with
respect to their concern for production and people.
 The training is aimed at basically helping leaders
reach to the ideal state of 9, 9.

 Contingency Theory

 It is based on the view that there is no “one
best way” to lead an organization or to make a
decision.
 A contingent leader effectively applies their
own style of leadership to the right situation.
 Contingency theories put forth the idea that the
success of a leader hinges on the specific
situation at hand.
 Contingency Theory

 Certain factors come into play that define whether
a particular leader or leadership style will be
effective for the given situation.
 Those factors include the task, the personality of
the leader and the composition of the group that is
meant to be led.
 Its basic assumption is that leadership – success or
failure – is situational.
 Fiedler’s Contingency
Theory

 Fiedler’s model states that effective groups depend
on a proper match between a leader’s style of
interacting with subordinates and the degree to
which the situation gives control to the leader.
 In order to assess the attitudes of the leader, Fiedler
developed the ‘least preferred co-worker’ (LPC)
scale in which the leaders are asked about the
person with whom they least like to work.
 Fiedler developed the Least Preferred Coworker
(LPC) Questionnaire in order to identify and to
measure whether a person is task-oriented or
relationship-oriented.
The LPC questionnaire consists set of 16
contrasting adjectives such as

 Pleasant-Unpleasant,
 Efficient-Inefficient,
 Open-Guarded,
 Supportive-Hostile,
 Friendly-Unfriendly,
 Helpful-Frustrating,
 Distant-Close,
 Boring-Interesting,
 Self-assured-Hesitant.
 He isolated three situational
criteria as follows-

1. Leader-member relations: The degree of confidence,
trust, and respect the subordinates have in their
leaders situation,
2. Task structure: The degree to which the job
assignments are procedurized, i.e. structure or
unstructured.
3. Position Power: The degree of influence a Leader has
over power variables such as hiring, firing, discipline,
promotions, ad salary increases.
 
 If the person describes the least preferred
coworkers in relatively positive terms (a high LPC
score), then the person is labeled as relation-
oriented.
 If the person describes the least preferred
coworkers in relatively unfavorable terms (a low
LPC score), the person is labeled as task-oriented.
 Combinations

Category I II

III IV V VI VII VIII

L-M relation good good good good poor poor poor poor

Task structure high high low low high high low low

Position power strong weak strong weak strong weak strong weak

Favorable Moderate Unfavorable

 MATCHING LEADERS AND
SITUATION

 Task-oriented leaders (low LPC) tend to perform
better in situations that were very favorable such
as category I,II,III,; and unfavorable such as VII,
and VIII.
 Relation-oriented leaders (high LPC) tend to
perform better in moderately favorable situations
such as category IV and V.
 Model Questions

 Leadership is the process where a person exerts
influence over others and inspires, motivates and
directs their activities to achieve goals. Explain
 Explain Fielder’s Model of Leadership: effective
leadership is contingent on both the
characteristics of the leader and the situation.
 Discuss in detail about the trait theory of leadership.
 Differentiate between Ohio state university leadership
studies and Michigan state university leadership
studies.
 What is leadership grid? How does the leadership style
is governed by this grid. Explain.
 Explain the features of leadership styles.