LEADERSHIP THEORIES (CEIMEI)

INTERACTIONAL THEORY
the workplace environment or system is open, promoting the
exchange of information, matter and energy.
Interaction occurs when a behavior of one member causes
change in the behavior of another. This change itself a
response that stimulates the follower responding stimulates the
leader.
CHARISMATIC THEORY
identifies the extraordinary characteristics that inspire
devotion and motivation in followers and highlights the
relationship between charismatic leaders and their followers.
Studies describe charismatic leaders as highly influential and
confident individuals who hold strong beliefs. They are
change agents who communicate their vision to others, set
high expectations, attend to the needs of their followers, and
behave in unconventional ways.
TRANSFORMATIONAL THEORY
The transformational theory requires leaders to communicate
their vision in a manner that is meaningful, exciting, and
creates unity and collective purpose; the manager who is
committed, has vision, and is able to empower others can be
described as a transformational leader.
Expected Outcomes of Transformational Leadership
Changing the mental models of employees
Linking desired outcomes to values held by employees
Creating employee ownership in outcomes so that positive
outcomes validate the self concept of employees.
Building strong employee identification with the group or
organization.

TRANSACTIONAL THEORY
Transactional leaders view the leader-follower relationship as
a process of exchange.
The transactional leader uses his/her position in order to
encourage desired behaviors and tends to gain compliance by
offering rewards for performance and compliance or
threatening punishment for non performance and non
compliance.
CONTINGENCY THEORY
Fred Fiedler (1967 )
developed The Contingency Theory of Leadership based on
his belief that in addition to specific behavioral traits; leaders
also need to assure that their actions were in sync with the
situation (known as situational favorableness).
The Contingency Theory of Leadership postulates that leaders
must match their leadership style (either task or relationship
oriented) to the situation and then assess the situation for its
degree of favorableness or unfavorableness to the leaders
style of influence.
Least Preferred Co-Worker (LPC) scale.
When complete add up the total score and divide by 4 to get
an average score.
For this modified scale, scores of 4 or below = A task
motivated/oriented leader
Scores of 5 or above = A relationship oriented leader (This is
shortened version of the actual scale so results may vary).
Fiedlers theory of leadership effectiveness views the pattern
of leader behavior as dependent upon the interaction of the
personality of the leader and the needs of the situation. The
needs of the situation or how favorable the situation is towards
the:
Leader-Member relationships (the degree in which the
members accept the leader)
Task Structure (the degree that the members understand the
task and what they need to do)
Position of Power (the amount of authority the leader has
within the organization)