Leadership theories provide frameworks and insights into understanding and analyzing the behaviors, traits, and styles of effective leaders. Here are some basic leadership theories: Trait Theory: Trait theory suggests that effective leaders possess certain inherent qualities or traits that differentiate them from non-leaders. It focuses on identifying specific traits, such as intelligence, confidence, charisma, and determination, that contribute to leadership effectiveness. Behavioral Theory: Behavioral theories emphasize the actions and behaviors of leaders. They suggest that effective leadership is not solely determined by inherent traits but can be developed through learned behaviors. Behavioral theories distinguish between task-oriented behaviors (focused on completing tasks and achieving goals) and relationship-oriented behaviors (focused on building relationships and supporting team members). Contingency Theory: Contingency theories propose that leadership effectiveness depends on the match between the leader's style and the situational factors. These theories suggest that different leadership styles are appropriate for different situations. For example, the Situational Leadership Model suggests that leaders should adapt their leadership style based on the maturity and readiness level of their followers. Transformational Leadership Theory: Transformational leadership theory emphasizes the leader's ability to inspire and motivate followers to achieve exceptional performance. Transformational leaders inspire their followers by setting a compelling vision, providing intellectual stimulation, fostering individualized consideration, and being charismatic role models. Transactional Leadership Theory: Transactional leadership theory focuses on the exchange relationship between the leader and followers. Transactional leaders use rewards and punishments to motivate and influence their followers. They emphasize clear expectations, performance standards, and contingent rewards for achieving desired outcomes. Servant Leadership Theory: Servant leadership theory emphasizes leaders' commitment to serving the needs of their followers and the greater good of the organization. Servant leaders prioritize the well-being and development of their followers, foster collaboration, and demonstrate empathy and humility. It's important to note that these theories provide different perspectives on leadership and are not mutually exclusive. Many contemporary leadership theories combine elements from multiple theories to provide a more comprehensive understanding of effective leadership. Leadership theories have a significant impact on how leaders are perceived, developed, and selected in various settings. Here are some key impacts of leadership theories: Understanding Leadership Behaviors: Leadership theories help us understand the behaviors and actions that contribute to effective leadership. By studying different theories, individuals can gain insights into

1. PQB7004 - LEADER
DISEDIAKAN OLEH:
ZUNAIDI BIN HARUN
(No. Matrik: 17047593)
PENSYARAH:
PROF. MADYA DR. ZURAIDAH ABDULLAH

2. CLASSIFICATION OF LEADERSHIP THEORIES
G R E AT M A N T R A I T C O N T I G E N C Y S I T U AT I O N A L
B E H AV I O U R A L PA R T I C I PAT I V E M A N A G E M E N T
T H E O R Y
R E L AT I O N S H I P
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This theory explains that leadership cannot be learned
or taught it’s an inherent trait.
There is no scientific validation to support this
theory.
It neglected the environmental and situational
factors which affect the leadership process.
It was a male-centric approach when women have proved to
be great leaders too.
BY BIRTH
T H E G R E AT M A N T H E O R Y
01
DESTINED TO BECOME A GREAT LEADER
THOMAS CARLYLE (1840s) PROPOSED: CRITISM
This theory was criticised due to the
following reasons:

4. INBORN TRAITS
T H E T R A I T T H E O R Y
02
Leaders have
RALPH M. STOGDILL PROPOSED (LATE 1940s) PROPOSED:
CRITICISM
Based On his Study in 1974.
Stogdill grouped the traits and skills under the following headings (Badshah, 2012):
An individual must possess the key personality traits and characteristics to be
an effective leader and these traits are inherent by birth.
It neglected the
environmental factors
which may not always
remain the same.
ENVIRONMENT
FACTOR
The list of traits is
quite vast and keeps
on changing from time
to time.
STATE OF CHANGE
It was unable to
explain failures
despite possessing the
certain traits
specified in the
STATE OF FAILURE
Traits can be acquired
through learning and
training.
LEARNING & TRAINING
This theory was criticised since:
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5. T H E C O N T I G E N C Y T H E O R Y
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1. TRAITS
2. BEHAVIOUR
3. SITUATION
A leader’s behaviour
varies as per the situation
Least Preferred Co-worker (LPC) Theory
Cognitive Resource Theory
Strategic Contingencies Theory
To support
this theory
various
models
developed, &
multiple
studies
conducted
Three Important Factors:
1.Leader-member
relationship
2.Task structure
3.Position-power
• Leadership style can be assessed with the help of Least Preferred Co-worker (LPC) scale.
• It is a technique in which a leader is asked to think of a person whom they least like to work
with and score them on different bipolar scales.
Leader
himself
responsible
for his success
or failure
Training:
• improve sensitivity to
environment
• able to act according to
situation (Badshah, 2012).
Intelligence,
experience &
cognitive skills,
success of leadership
This theory explains that if the leader is EXPERIENCED he will be able to
perform effectively even under the stressful situations whereas an intelligent
leader performs well in less stressful situations.
Stress affect decision making
Low-stress:
intelligence
Cognitive skills is not
always successful for
all situation, only for
directive purpose
High-stress:
experience
This theory says that the effectiveness of a leader depends upon his problem-solving
SKILLS AND ABILITY to handle critical situations and make decisions wisely. A person
with better problem-solving skills can secure his position and cannot be easily replaced.
Effective leadership
Needs 3 Factors:

6. • Motivation, capability of followers & leader-
follower relationship affect influence the
action
Six variables that impact Situational Leadership:
(Yukl, 1989)
1. SUBORDINATE EFFORT:
• the motivation and actual effort expended.
2. SUBORDINATE ABILITY AND ROLE CLARITY:
• followers knowing what to do and how to do it.
3. ORGANIZATION OF THE WORK:
• the structure of the work and utilization of
resources.
4. COOPERATION AND COHESIVENESS:
• Working together as a group.
5. RESOURCES AND SUPPORT:
• the availability of tools, materials, people, etc.
6. EXTERNAL COORDINATION:
• the need to collaborate with other groups.
T H E S I T U AT I O N A L T H E O R Y
04
SITUATION
LEADER MAKES DECISION ACCORDING TO
1
• No preferred leadership styles, highly
depends on situation.
• Leaders can opt for autocratic,
democratic or Laissez-faire style of
leading people according to the
situational demand.
• Situational Leaders focus on external
relationships, acquisition of resources,
managing demands on the group and
managing the structures and culture of the
group.
THEORIES
Hersey and Blanchard's approach Vroom and Yetton's Normative Model House's Path-Goal Theory of Leadership
The style of leadership
depends upon the
maturity of the
subordinates
This model suggested that leadership style varies on the basis of the decision-
making ability of the leaders in different situations. Leadership style was merely
based on the degree of employee’s contribution and activeness in the decision-
making process.
AUTOCRATIC – AUTOCRATIC - CONSULTATIVE – CONSULTATIVE - COLLABORATIVE
This theory pro-founded that leader’s behaviour,
and the situation in which he is placed are inter-
connected.
Flexibility while adopting different leadership
styles in different situations.
DIRECTIVE – SUPPORTIVE – PARTICIPATIVE –
ACHIEVEMENT-ORIENTED
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7. Thank you