Leadership and management theories - Trait behavioural and c...

Learning Outcomes

After reading this article, you will be able to distinguish between the main approaches to leadership and management: trait, behavioural, and contingency models. You will understand how these theories explain leadership effectiveness, identify their key assumptions, and apply them to practical scenarios. You will also be able to evaluate their impact on management practice and relate these concepts to typical ACCA Business and Technology (BT) exam questions.

ACCA Business and Technology (BT) Syllabus

For ACCA Business and Technology (BT), you are required to understand the main theories of leadership and management. This article covers key syllabus points including:

• The difference between leadership and management, and definitions of both
• Theories regarding the qualities (traits) of leaders
• Behavioural models of leadership, including leadership styles and grids
• Contingency theories: adjusting leadership and management style to context (including Fiedler’s model and situational leadership)
• Practical application of these theories to management practice and case scenarios

Test Your Knowledge

Attempt these questions before reading this article. If you find some difficult or cannot remember the answers, remember to look more closely at that area during your revision.

1. Which statement best describes trait theory?
   1. Leadership is based on inheriting key qualities
   2. Leadership style is determined by structure and systems
   3. Effectiveness depends solely on team size
   4. Leaders have no influence over group outcomes
2. According to the behavioural approach, which of the following is true?
   1. Only autocratic leadership is effective
   2. Leadership effectiveness depends on concern for people and task
   3. Outcomes depend only on personality
   4. Authority cannot be delegated
3. Fiedler’s contingency theory suggests:
   1. There is one best style of leadership in all situations
   2. Task-oriented or people-oriented approaches may each be best depending on context
   3. Authority and responsibility are never balanced
   4. Leadership cannot adjust to changing situations

4. Name two differences between trait theory and contingency theory.

Introduction

Leadership and management theories help explain why some individuals succeed in guiding others and achieving results in organisations. Understanding these theories is essential for the ACCA exam and for real-world business practice.

Three main approaches exist: trait, behavioural, and contingency models. Each approach focuses on different factors that contribute to leadership and management effectiveness. You must be able to compare these approaches, recognise their strengths and weaknesses, and apply them to given scenarios.

Key Term: Leadership
The process of influencing and directing the activities of others towards achieving organisational goals.

Key Term: Management
The process of planning, organising, controlling, and directing resources to achieve objectives efficiently.

Trait Theory of Leadership

Trait theory proposes that leaders have special qualities or characteristics that make them effective. Early research identified attributes like intelligence, confidence, integrity, decisiveness, and ambition.

• Strength: Focuses on individual potential.
• Limitation: No single set of traits ensures success in every circumstance.

Worked Example 1.1

A project group is struggling to agree on direction. Charlotte, who is decisive and communicates clearly, naturally takes the lead and the team starts making progress. How does trait theory explain this outcome?

Answer:
Trait theory explains that Charlotte's personal qualities (decisiveness, communication) predispose her to be seen as a leader and to be effective in directing others. Exam Warning Remember: trait theory can't account for why people with similar attributes may be effective in one situation but not in another.

Behavioural Theories and Leadership Styles

Behavioural theories shift focus from inherent characteristics to what leaders actually do—their actions and styles. The most common behavioural models analyse two key dimensions: concern for task (getting the job done) and concern for people (supporting team members).

Blake and Mouton’s Managerial Grid

Blake and Mouton’s model plots leaders on a grid:

• High concern for people, high concern for production—team-oriented, often most effective
• High task, low people—authoritarian
• High people, low task—‘country club’ style
• Low concern for both—impoverished

Key Term: Behavioural Theory
A leadership viewpoint focusing on the actions and observable behaviours of leaders rather than their traits.

Worked Example 1.2

A warehouse supervisor always instructs staff exactly what to do and checks results closely but rarely seeks their input or feedback. According to the behavioural approach, which style is this and what are the possible effects?

Answer:
This is task-oriented or 'authoritarian' style (high task, low people). It may achieve results short-term but could reduce motivation and teamwork if staff feel ignored. Revision Tip Practice identifying behavioural styles in scenarios by asking: "Does the leader show more concern for people, or for achieving the task?"

Contingency and Situational Leadership Models

Contingency theories argue there is no single best way to lead. Effectiveness depends on matching leadership style to situational factors.

Fiedler’s Contingency Theory

Fiedler’s model classifies leaders as either task-motivated or relationship-motivated. The best style depends on:

• Leader-member relations (trust, respect)
• Task structure (clear or ambiguous)
• Leader’s position power (formal authority)

When conditions are very favourable or very unfavourable, task-oriented leadership works best. In moderately favourable situations, relationship-oriented leaders perform better.

Key Term: Contingency Theory
The approach that leadership effectiveness depends on the fit between leader style and specific situational variables.

Key Term: Situational Leadership
A model stating that effective leaders adjust their style (directive or supportive) based on follower readiness and the context.

Worked Example 1.3

A finance manager is highly respected and has total authority, but her team faces a routine, well-structured task. What leadership approach would Fiedler recommend she use?

Answer:
Task-oriented leadership, as the situation is highly favourable (good relations, structured task, strong authority).

Comparison Table: Leadership Theories

Summary

Trait, behavioural, and contingency models each offer a different explanation for leadership and management effectiveness. Trait theory highlights personal qualities, behavioural models emphasise actions and styles, while contingency approaches stress the importance of context. Successful managers and leaders know when to use different styles for each situation.

Key Point Checklist

This article has covered the following key knowledge points:

• Distinguish between leadership and management
• Outline the main ideas behind trait, behavioural, and contingency theories
• Explain Blake and Mouton’s managerial grid
• Apply Fiedler’s contingency model to workplace situations
• Compare the strengths and limitations of each model
• Identify the practical implications for management practice

Key Terms and Concepts

• Leadership
• Management
• Behavioural Theory
• Contingency Theory
• Situational Leadership