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CHAPTER 6 – LEADERSHIP STYLES

I. Learning Objectives
 Discuss the leadership styles
 Explain the qualities or ingredient of leadership
 Know the leadership continuum

II. Introduction
 Leaders and their leadership skills play an
important role in the growth of any
organization. Leadership refers to the
process of influencing the behaviour of
people in a manner that they strive willingly
and enthusiastically towards the
achievement of group objectives.
 A leader should have the ability to maintain
good interpersonal relations with the
followers or subordinates and motivate them
to help in achieving the organizational
objectives.

III. Introduction to Leadership Styles

 Management philosophy is the manager's set of
personal beliefs and values about people and work.
It is something that the manager can control.
Eminent social psychologist and management
researcher, Douglas McGregor, emphasized that a
manager's philosophy creates a self-fulfilling
prophecy. Theory X managers treat employees
almost as children who need constant direction,
while Theory Y managers treat employees as
competent adults capable of participating in work-
related decisions. These managerial philosophies
then have a subsequent effect on employee
behavior, leading to the self‐fulfilling prophecy. As a result, organizational and
managerial philosophies need to be in harmony.

IV. The Many Aspects of Leadership

 The character of top executives and their philosophy have an important influence on
the extent to which authority is decentralized.
 Sometimes top managers are dictatorial, tolerating no interference with authority and
information they hoard. Conversely, some managers find decentralization a means to
make large business work successfully.
 The number of coworkers involved within a problem‐solving or decision‐making process
reflects the manager's leadership style.

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
Empowerment means sharing information, rewards and power with employees so that
they are equal contributors to the organizations outcomes.
 An empowered and well-guided workforce may lead to heightened productivity and
quality, reduced costs, more innovation, improved customer service, and greater
commitment from the employees of the organization. Each business must go through
the process of identifying its individual management philosophy and continuously
review and evaluate the same to see if it is aligned with its larger purpose.
V. Leadership Styles
 Leadership can be stated as the ability to influence others. We may also define
leadership as the process of directing and influencing people so that they will strive
willingly and enthusiastically towards the achievement of group objectives. Ideally,
people should be encouraged to develop not only willingness to work but also
willingness to work with confidence and zeal. A leader acts to help a group achieve
objectives through the exploitation of its maximum capabilities. In the course of his
survey of leadership theories and research, Management theorist, Ralph Stogdill, came
across innumerable definitions of leadership.

VI. Qualities or Ingredients of Leadership

 Leadership can be stated as the ability to influence others. We may also define
leadership as the process of directing and influencing people so that they will strive
willingly and enthusiastically towards the achievement of group objectives. Ideally,
people should be encouraged to develop not only willingness to work but also
willingness to work with confidence and zeal. A leader acts to help a group achieve
objectives through the exploitation of its maximum capabilities. In the course of his
survey of leadership theories and research, Management theorist, Ralph Stogdill, came
across innumerable definitions of leadership. Qualities/Ingredients of Leadership Every
group of people that perform satisfactorily has somebody among them who is more
skilled than any of them in the art of leadership. Skill is a compound of at least four
major ingredients −  The ability to use power effectively and in a responsible manner.
 The ability to comprehend that human beings have different motivation forces at
different times and in different situations.  The ability to inspire.  The ability to act in a
manner that will develop a climate conducive to responding and arousing motivation.
Leadership styles/types can be classified under the following categories − Leadership
Style Based on the Use of Authority
 The traditional way of classifying leadership is based on the use of authority by the
leader. These are classified as –

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VII. Leadership Continuum

 Propounded by Robert Tannenbaum and Warren H. Schmidt, according to the
Leadership Continuum, leadership style depends on three forces: the manager,
employees and the situation. Thus, instead of suggesting a choice between the two
styles of leadership, democratic or autocratic, this approach offers a range of styles
depicting the adaptation of different leadership styles to different contingencies
(situations), ranging from one that is highly subordinate-centered to one that is highly
boss-centered. Features of Leadership Continuum
 The characteristics of individual subordinates must be considered before managers
adopt a leadership style.
 A manager can be employee-centered and allow greater freedom when employees
identify with the organization’s goals, are knowledgeable and experienced, and want to
have decision making responsibility.
 Where these conditions are absent, managers might need to initially adopt a more
authoritarian style. As employees mature in self-confidence, performance and
commitment, managers can modify their leadership style.

VIII. Leadership Styles in Managerial Grid

 Developed by Robert Blake and Jane Mouton, this approach as shown in the following
grid, has two dimensions –
 Concern for people which includes such elements as provision of good working
conditions, placement of responsibility on the basis of trust rather than concern for
production.
 Concern for production includes the attitudes of a supervisor toward a wide variety of
things, such as quality of staff services, work efficiency, volume and quality of output,
etc. The bi-dimensional managerial grid identifies a range of management behavior
based on the various ways that task-oriented and employee-oriented styles (each
expressed as a continuum on a scale of 1 to 9) can interact with each other.
 Management Style 1,1 − o Impoverished management with low concern for both people
and production. o This is called laissez-faire management because the leader does not
take a leadership role. o Also known as delegate leadership is a type of leadership style
in which leaders are hands-off and allow group members to make the decisions.
 Management Style 1,9 − o Country club management having high concern for
employees but low concern for production. o These leaders predominantly use reward
power to maintain discipline and to encourage the team to accomplish its goals.
 Management Style 5,5 − o Middle of the road management with medium concern for
production and for people. o Leaders who use this style settle for average performance
and often believe that this is the most anyone can expect.
 Management Style 9,1 − o Authoritarian management with high concern for production
but low concern for employees exercising disciplinary pressure. o This approach may
result in high production but low people satisfaction levels.
 Management Style 9,9 − o Democratic management with high concern for both
production, and employee morale and satisfaction. o The leader's high interest in the
needs and feelings of employees affects productivity positively. This theory concluded
that style 9,9 is the most effective management style as this leadership approach will,
in almost all situations, result in improved performance, low turnover and absenteeism,
and high employee satisfaction.

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IX. References
 DuBrin, Andrew J. (2009). Essentials of Management (8th ed.). Mason, OH: Thomson
Business & Economics. ISBN 978-0-324-35389-1. OCLC 227205643.

 Waring, S.P., 2016. Taylorism transformed: Scientific management theory since 1945. UNC
Press Books.

X. Link for Video

Introduction to Leadership Styles https://youtu.be/xRAAZrA_VOI
Qualities/Ingredients of Leadership https://youtu.be/F86dZlJTnp8
Leadership Continuum https://youtu.be/3WcYyr7eRek

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