Key Points at a Glance

Behavioural Theories focus on what leaders do rather than what they are. Ohio State Studies (1940s-50s) identified two dimensions: Initiating Structure (task-focus) and Consideration (people-focus). University of Michigan Studies (Likert) produced similar findings — production-centred vs. employee-centred leadership. / ** ** — : - : - -

Blake and Mouton's Managerial Grid (1964) maps leadership style on two axes — Concern for People and Concern for Production (each 1–9) — producing 5 styles: Impoverished (1,1), Country Club (1,9), Authority-Compliance (9,1), Middle-of-the-Road (5,5), and Team Management (9,9) — the ideal style. / ** (1964)** — × ; 5 : (9,9)

Fiedler's Contingency Model (1967) states leadership effectiveness depends on the match between a leader's style (task-motivated or relationship-motivated, measured by the LPC — Least Preferred Co-worker scale) and situational favourableness (task structure, position power, leader-member relations). / ** (1967)** —

Hersey and Blanchard's Situational Leadership Theory (1969) argues that the most effective leadership style depends on the follower's maturity/readiness (competence + commitment). Four styles: Telling (S1), Selling (S2), Participating (S3), Delegating (S4) — corresponding to follower readiness levels R1 to R4. / ** (1969)** — / : , , ,

Transactional Leadership (Burns, 1978; Bass, 1985) is based on exchange — leaders reward performance and punish poor results; operates within existing rules without changing them. Relies on contingent reward and management-by-exception. Contrasts with transformational leadership's vision-driven approach. / ** ** — ; /; ; -;

Charismatic Leadership — Max Weber (1922) — authority derived from extraordinary personal qualities that inspire devotion; refined by Conger & Kanungo (1987) into 5 behavioural attributes. Charismatic leaders create strong visions, take personal risks, and are sensitive to follower needs. Examples: Mahatma Gandhi, Nelson Mandela, Subhash Chandra Bose. / ** ** — ** (1922)** — ; (1987) 5 : , ,

Leadership Effectiveness is measured through multiple outcomes — follower satisfaction, performance/productivity, organisational citizenship behaviour, and goal achievement. Daniel Goleman (2000, HBR) found that leaders with high EI achieve 20% better financial performance; and that leadership style alone accounts for up to 30% of an organisation's profitability. / ** ** , , - (2000) — EI 20%