Leadership TheoriesLeadership Theories have shaped the practical application of leadership in the past and the present; and they will certainly shape leadership practice in the future. Interest in leadership increased during the early part of the twentieth century. Early theories focused on what qualities distinguished between leaders and followers, while subsequent theories looked at other variables such as situational factors and skill level. While many different leadership theories have emerged, most can be classified as follows: The term “Great Man” was used because, at the time, leadership was thought of primarily as a male quality, especially in terms of military leadership. 2. Trait Theories: Similar in some ways to “Great Man” theories, trait leadership theories assume that people inherit certain qualities and traits that make them better suited to leadership. Trait theories often identify particular personality or behavioral characteristics shared by leaders. But if particular traits are key features of leadership, how do we explain people who possess those qualities but are not leaders? This question is one of the difficulties in using trait theories to explain leadership. And how do we explain those who seemingly didn't have those traits but somehow became a great leader? 3. Contingency Theories: Contingency leadership theories focus on particular variables related to the environment that might determine which particular style of leadership is best suited for the situation. According to this theory, no leadership style is best in all situations. Success depends upon a number of variables, including the leadership style, qualities of the followers, and aspects of the situation. 4. Situational Theories: Situational theories propose that leaders choose the best course of action based upon situational variable. Different styles of leadership may be more appropriate for certain types of decision-making, as well as certain types of followers. 5. Behavioral Theories: Behavioral theories of leadership are based upon the belief that great leaders are made, not born. Rooted in behaviorism, this leadership theory focuses on the actions of leaders, not on mental qualities or internal states. According to this theory, people can learn to become leaders through teaching and observation, thus, anyone can become a leader if they want to. 6. Participative Theories: Participative leadership theories suggest that the ideal leadership style is one that takes the input of others into account. These leaders encourage participation and contributions from group members and help group members feel more relevant and committed to the decision-making process. In participative theories, however, the leader retains the right to allow the input of others, and for that matter, disallow that input. 7. Management Theories: Management theories (also known as “Transactional theories”) focus on the role of supervision, organization, and group performance. These theories base leadership on a system of reward and punishment. Managerial theories are often used in business; when employees are successful, they are rewarded; when they fail, they are reprimanded or punished. 8. Relationship Theories: Relationship theories (also known as “Transformational theories”) focus upon the connections formed between leaders and followers. These leaders motivate and inspire people by helping group members see the importance and higher good of the task. Transformational leaders are focused on the performance of group members, but also want each person to fulfill his or her potential. These leaders often have high ethical and moral standards. (Kendra Van Wagner) Past and current leadership theory includes social responsibility, personal growth, and setting, implementing and reaching personal and organizational goals. With knowledge comes expectation by oneself and others (Ascher, 2006). The study of leadership is vast and crosses many disciplines. Also the give and take of transactional leadership (Bass, 1985), the ethical and humble servant leadership (Greenleaf , 1977), and the high moral values of Burns' transformational leadership all add components toward understanding the complex nature of leadership. More recently, transformational leadership by Bass (1985) places great value on personal development through the reciprocal interaction of leader and followers. Nested within this transformative theory are authentic leadership (Avolio & Gardner, 2005), principle centered leadership (Covey, 1992) and value-centered leadership (Secretan, 2000; Chappell, 2005). These are theories which place a premium on creating a positive work environment for spiritual growth and development while highlighting self-awareness (Asher, 2005). These theories place a premium on transforming beliefs into action. Great man Theory Trait Theory Behavioral Theories Transactional Theory Contingency and LPC Theory In Fielder's (1967) LPC (least preferred co-worker) theory relationships, power and task structure are the three key factors that drive effective styles. High LPC leaders tend to have close and positive relationships that are supportive and low LPC leaders put tasks before relationships. House's (1971) Path-Goal Theory was developed to provide ways in which leaders can encourage and support their followers in achieving the goals they have been set by making a clear and easy path. According to House and Mitchell (1974) leaders can: 1) clarify the path so followers know the way to go, 2) help remove roadblocks, and 3) increase rewards along the path. Vroom and Yetton (1973) defined five different decision procedures and the situational factors that influence a leaders decision making strategy. Two are autocratic (A1 and A2), two are consultative (C1 and C2) and one is Group based (G2). A1: Leader takes known information and then decides alone. Leaders adapt their style to meet the developmental level of the follower (Hersey & Blanchard, 1972). Style is therefore based on the readiness and willingness of the workers to perform their required tasks with competence and motivation. There are four leadership styles (S1 to S4) that match the development levels (skills & motivation) of the followers. S1: Telling/Directing Charismatic Leaders use vision to build group cohesion. Conger & Kanungo (1994) describe five behavioral attributes of Charismatic Leaders that indicate a more transformational viewpoint: 1) vision and articulation, 2) sensitivity to the environment, 3) sensitivity to member needs, 4) personal risk taking, 5) performing unconventional behavior. Burns' Transformational Leadership (1978) starts with the development of a vision, a view of the future that excites and converts potential followers, mixed with a high moral value for the group. Bass' Transformational Leaders (1985) put vision, energy and passion into their followers being highly successful. According to Bass, a leader needs to be people-oriented and have a deep commitment to the progress and personal development of their followers. Authentic Leadership is described as a root concept (Avolio & Gardner, 2005) that underlies positive approaches to leadership such as transformational, charismatic, and servant leadership. The idea that authentic leadership begins with is developing authenticity, that increases self-awareness. There are 10 critical principles to servant leadership: Principle Centered Leadership (Covey, 1990) requires a commitment to significant self-improvement processes with long-term effectiveness change for the person in terms of their quality of work and life. When people are committed to their personal growth and improvement they are more likely to contribute their increased potential toward their organization and career objectives. Values Centered Leadership by Tom Chappell is conveyed in his message of leadership through an ideal of a "common goodness in others." Tom Chappell managed to keep this value of seeing the goodness in others while maintaining the financially successful business - Tom's of Maine (Keller, 2005). Values-centered Leadership (Lance Secretan, 2000) is based on the key idea that leadership has timeless values that help us to be of service to others. These "Primary Values" help us in our own personal growth through:
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