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BUS314 Leadership theories Giraffe Group

Giraffe Group
Subject: BUS 314
Lecturer: Mr. Hoang
Quách Đại Bảo
Lê Thị Hồng Nhung
Hà Diệp Linh
Nguyễn Thị Thanh Tuyền
Nguyễn Tuấn Nguyên
Summarise the Leadership theories
1. Fiedler Model( Nhung)
- Fiedler’s contingency theory used to maximise work group performance => leader
must be matched to the suitable and right leadership situation.
- Fiedler’s contingency theory assumptions:
● Leaders are effective when the team work they control perform well
● Leader can not to adjust their style => more effective when his/her style fit the
● The success of leader depends on the level on which leader can influence/inspire
group members
- Least Preferred Coworker (LPC): used to measure leadership style
● Positive LPC: relationship oriented leadership style
● Negative LPC: task oriented leadership style
- 3 main contingency or situational dimensions:
● Leader member relations: the level of confidence, trust, and respect of members in
front of their leader
● Task structure: the degree to which the job assignments are structured or not
● Position structure: the level of influence from a leader depending on the power
variables such as hiring, firing, discipline, promotions, and salary increases.
2. Situational Leadership
- Successful leadership necessitates the selection of the appropriate leadership style
based on the followers' readiness, or the degree to which they are ready and capable
of completing a certain task.
- If in a team, if members are unable and unwilling to complete a task, the leader must
provide clear and specific instructions.
● If they are unable but willing, the leader must demonstrate a high task orientation to
compensate for their lack of ability, as well as a high relationship orientation to
persuade them to accept the leader's wishes.
● If members are capable but hesitant, the leader must adopt a supporting and
participatory approach; if they are both capable and willing, the leader does not need
to do anything.
- SLT has intuitive appeal. It recognizes the value of followers and is based on the idea
that leaders can compensate for followers' limited competence and motivation.
3. Path-Goal
The term path–goal implies effective leaders clarify followers’
paths to their work goals and make the journey easier by reducing roadblocks.
The theory predicts the following:
• Directive leadership yields greater employee satisfaction when tasks are ambiguous
or stressful than when they are highly structured and well laid out.
• Supportive leadership results in high employee performance and satisfaction when
employees are performing structured tasks.
• Directive leadership is likely to be perceived as redundant among employees with
high ability or considerable experience.
4. Leader-Participation
The leader–participation
model relates leadership behavior to subordinate participation in decision
making.24 Like path–goal theory, it says that leader behavior must adjust to
reflect the task structure (such as routine, nonroutine, or in between), but it
does not cover all leadership behaviors and is limited to recommending what
types of decisions might be best made with subordinate participation. It lays
the groundwork for the situations and leadership behaviors most likely to elicit
acceptance from subordinates.
5. Charismatic
- When observing specific behavior, extraordinary people with a high level of
awareness and ability to observe.
- Key Characteristics of a Charismatic Leader:
● Vision and articulation
● Personal risk
● Sensitivity to follower needs
● Unconventional behavior
- It is possible to learn how to be a charismatic leader. In charismatic leadership,
personality also plays an essential role.
- More charismatic leaders indicate that they hold a great deal of power, which has
negative consequences such as corruption. They take use of organizational resources
for their own benefit. If charisma is a form of power, it may be utilized for both good
and evil.
6. Transactional/Transformational
- The transactional leadership: is the skill that the leaders use to guide and motivate
their followers. They will use the established goals and do something that helps
people know and understand about the role and the tasks requirements.
- The transformational leadership: is the skill of inspiration and the leaders will play as
a role model. They will help the followers to intellectually stimulate and develop.
They will have a significant effect on their followers.
- Characteristics of transactional leaders and transformational leaders:
+ According to full range of leadership model (7 management styles:
Laissez-Faire, Management by Exception, Contingent Reward, Individualized
Consideration, Intellectual Stimulation, Inspirational Motivation and Idealized
Influence), the transactional leaders will have 3 of 7 styles ( Laissez-Faire,
Management by Exception, Contingent Reward), it will be passive and
ineffective side of the full range of leadership model. But it will be better to
motivate their followers.
+ The transformational leaders will have 4 out of 7 styles (Individualized
Consideration, Intellectual Stimulation, Inspirational Motivation and Idealized
Influence), the 4 styles are in the active and effective side of the full range of
leadership models. That would lead to excellent organizational results.