Leadership Theories: Behavioral, Situational Models and Practical Use

This presentation provides an overview of different leadership theories, focusing on behavioral and situational styles. It discusses autocratic, democratic, and laissez-faire approaches within the behavioral theory, highlighting their impact on employee motivation and decision-making. The situational theory, developed by Paul Hersey, emphasizes adapting leadership styles to different situations and follower development levels. The reflection section discusses the practical application of these models, particularly the situational style, in team projects, emphasizing the importance of considering diverse viewpoints while making decisions. Desklib provides students access to similar solved assignments and study resources.

Leadership Theories
Part 1

Introduction
Leadership is an art of managing group of people to motivate them to
work towards achieving common goals and objectives. This
presentation is to depict different kinds of leadership theories. It is
the manner that provides direction to implement plans and motivate
people. Experts have proposed many leadership theories that can be
considered by leaders in various fields like political, business or
other fields. Leaders use these styles to make people work in order
to attain the objective of organisation.

Different leadership
theories
Model 1: Behavioural Theory
Model 2: Situational Theory

Autocratic
It does not involve their employees in decision making
process.
Managers are empowered with total authority and enforce the
decisions on their workforce.
Here, no worker has right to challenge the decision of top
level management.
Employees are demotivated as they do not feel themselves to
be an important part of organisation but it is beneficial for
those who require close supervision.

Democratic
Under this theory, management allows its employees to take part in
the decision-making process.
Employer gets innovative ideas from employees that help them to take
right decisions for the firm.
Workforce is motivated as their view-points are considered while
making decisions and they consider themselves as an integral part in
attaining goals and objectives of organisation.
Taking decision under this leadership style is considered as a time
consuming process and sometimes, it might create confusion.

Laissez-faire
Under this leadership style, all rights and entire power is
handed over to its employees and at the same time, guidance
is given to the employees when requested.
This type of leadership style is favourable for the firm when
they have expertise in their teams.
This leadership style boosts up the confidence of their
employees.

Situational Theory
It is a theory developed by Paul heresy.
It is the leadership style which is commonly used by leaders
which states that different situations require distinct kinds
of leadership.
Here, it is considered as one of the appropriate leadership
styles that a leader can adopt as leaders try to adjust their
leadership style to fit with the development level of
followers.

Reflection of leadership models
in practical life
These models are practically applied in the real life. I generally
adopt situational style of leadership when I work in a team
for specific project. I usually take the view points of all my
colleagues to take important decisions. All people are given
with equal opportunities to express their views. This helps
me to take right decisions but sometimes, in some critical
situation, I have to take the views of selective people to
avoid confusion.

REFERENCES
• Brown, M. L. and Posner, Z. B., 2001. Exploring the relationship between learning and
leadership. Leadership & Organization Development Journal. 22(6). pp.274-280.
• Fugate, M., 2012. The Impact of Leadership, Management, and HRM on Employee
Reactions to Organizational Change. 31st ed. Emerald Group Publishing Limited.
• Gill, R. 2011. Theory and practice of leadership. Sage.
• Huszczo, E. G., 2010. Tools for Team Leadership: Delivering the X-Factor in Team
Excellence. Nicholas Brealey Publishing.
• Nichols, W. T. and Erakovich, R., 2013. Authentic leadership and implicit theory: a
normative form of leadership. Leadership & Organization Development Journal.
34(2). pp.182-195.

Thank You!!