Theories of Leadership and Functions and activities of a Leader

1. Mr. Isabelito G. Cuizon Jr.
M.A. in Guidance and Counseling

2. 2 Types of Leadership Roles
 Role to accomplish the task or attain the goal;
 Role to develop members’ feelings to maintain the strength of the
group.

3.  2 Types of Leadership Roles
 Role to accomplish the task or attain the goal
 Tasks
1. Initiate action;
2. Keeps the members attention on a goal;
3. Clarifies issues;
4. Helps the group develop a procedural plan;
5. Evaluates the work done; and
6. Makes expert information available

4.  2 Types of Leadership Roles
 Role to develop members’ feelings to maintain the strength of the group
 Tasks:
1. Keeps interpersonal-relations pleasant;
2. Arbitrates excuse;
3. Provides encouragement;
4. Gives a chance to divert;
5. Stimulates self-direction; and
6. Increase inter-dependence among members.

5. CHAIN TASKS IN LEADERSHIP
Planning
Guidance
Supervision
Observation

6.  This theory assume that the capacity for leadership is inherent – that
great leaders are born, not made.
 The term “Great Man” was used because, at the time, leadership was
thought of primarily as a male quality, especially in terms of military
leadership.
 The Filipino examples that can be pinned in this theory are the
following: Jose Rizal & Apolinario Mabini

7.  Similar in some ways to “Great Man” theories, trait theory assumes that
people inherit certain qualities and traits that make them better suited to
leadership.
 Trait theories often identify particular personality or behavioral
characteristics shared by leaders.
 If particular traits are key features of leadership, then how do we
explain people who possess those qualities but are not leaders? This
question is one of the difficulties in using trait theories to explain
leadership.

8. PERSONALITY TRAITS
ABILITIES:
____________________
• Supervising Ability
• Intelligence
• Initiative
PERSONAL TRAITS:
____________________
• Self-Assurance
• Decisiveness
• Masculinity/Famininity
• Maturity
• Working Class Affinity
MOTIVATORS:
____________________
• Need for Occupational
Achievement
• Self-actualization
• Power Over Others
• High Financial Reward
• Job Security
The trait theory is based on the great man theory, but it is more systematic in its analysis
of leaders. Like the great man theory, this theory assumes that the leader’s personal traits
are the key to leadership success.

9. “Leaders are made, not born”
 This theory states that even if an individual were born into a family of
leaders or may not posses the physical attributes of a leader, the proper
environment is a strong force that spots, identifies, supports and
develops leadership potential.
 A person is trained and developed as a leader through seminars, travel,
actual immersion in leadership roles like being assigned or elected
head of an organization.

10.  Contingency theories of leadership focus on particular variables related
to the environment that might determine which particular style of
leadership is best suited for the situation.
 According to this theory, no leadership style is best in all situations.
 He also developed a Leadership Contingency Model in which he
contends that three major situation variables seem to determine
whether a given situation is favorable to leaders:
1. Their personal relations with the members of their group (leader-
member relations);
2. The degree of structure in the task that their group has been
assigned to perform (task structure);
3. The power and authority that their position provides (position
power)

11.  Fred E. Feidler proposed the contingency model and stated that “the
most effective leadership style depended on the nature of the situation.”
 He also developed a Leadership Contingency Model in which he
contends that three major situation variables seem to determine
whether a given situation is favorable to leaders:
1. Their personal relations with the members of their group (leader-member
relations);
2. The degree of structure in the task that their group has been assigned to
perform (task structure);
3. The power and authority that their position provides (position power)

12.  Behavioral theory of leadership is based upon the belief that great
leaders are made, not born. Rooted in behaviorism, this leadership
theory focuses on the actions of leaders, not on mental qualities or
internal states. According to this theory, people can learn to become
leaders through teaching and observation.
 Behavioral psychology is a theory of learning based upon the idea that
all behaviors are acquired through conditioning. Conditioning occurs
through interaction with the environment.

13.  According to behaviorism, behavior can be studied in a systematic and
observable manner with no consideration of internal mental states.
 There are two major types of conditioning:
1. Classical/Pavlovian Conditioning
2. Operant Conditioning

14.  Classical/Pavlovian Conditioning
Classical conditioning is a technique used in behavioral training in which a naturally
occurring stimulus is paired with a response.
Classical conditioning involves learning a new behavior via the process of
association. In simple terms two stimuli are linked together to produce a new
learned response in a person or animal.

15.  Operant Conditioning (B.F. Skinner)
Operant conditioning is a method of learning that occurs through rewards and
punishments for behavior.
Through operant conditioning, an association is made between a behavior and a
consequence for that behavior.

16.  Participative leadership theories suggest that the ideal leadership style
is one that takes the input of others into account.
 These leaders encourage participation and contributions from group
members and help group members feel more relevant and committed
to the decision-making process.
 In participative theories, however, the leader retains the right to allow
the input of others.

17.  Here's how Participative Leadership Works:
1. The leader facilitates conversation;
2. the leader openly shares information and knowledge necessary for
decision-making;
3. the leader encourages people to share their ideas;
4. the leader synthesizes all the available information and solutions
suggested by the team;
5. the leader comes up with the best possible solution and communicates it
back to the group.