Leadership Theories
Posted on October 12th, 2008
Great Man Leadership Theory
One of the earliest theories of leadership was the “great man” leadership theory, which asserted that the individual who is born into the proper class and circumstance is the one to lead the people. This theory, which was consistent with rule by monarchs, lacks relevance for more current, complex, democratic societies.
Traitist Leadership Theories
In an attempt to acknowledge that individuals born outside a royal lineage also provided leadership, theories were developed to outline the ideal mix of traits or characteristics that make the most effective leader—traitist leadership theories. Traits such as height, energy level, socioeconomic status, level of education, gender, decisiveness, and articulateness were related to effectiveness in a leader and offered some useful insights. Despite extensive research within this theoretical framework, however, no single mix of traits emerged to predict, determine, or ensure who would be the best leader in a certain situation. In essence, these theories failed to acknowledge the role of the followers, the situation, and the task at hand in determining leader effectiveness, and they also have been shown to be of little help in understanding leadership in our ever-changing, unpredictable world.
Situational Leadership Theory
Situational theories clearly recognized the significance of the environment or situation as a factor in the effectiveness of a leader. They asserted that the leader was the one who was in a position to initiate change when a situation was ready for change. In addition, situational leadership theories acknowledged that leadership is a dynamic process that involves an interplay among (1) the personalities and maturity levels of the leader and followers, (2) the task to be accomplished, (3) the goals to be attained, and (4) the conditions within the environment.
Transformational Leadership Theory
Perhaps one of the most contemporary leadership theories is transformational leadership theory. This theory asserts that leadership is longer lasting and more far-reaching than had been thought previously. With this type of leadership, the leader engages the full person of each follower and transforms each to move beyond individual needs and interests toward higher-level concerns. The leader raises the consciousness of the followers, heightens their aspirations, and intimately involves them in determining the course of action for the group. The transformational leader operates out of a deeply held personal value system, is visionary, has strong convictions, and interacts significantly with followers to see that the vision is realized.
Leadership Tasks Theory
Among the more recent and scholarly approaches to explaining the universal, multidimensional, and complex phenomenon known as leadership is the work of John Gardner, a noted expert in the field. One expert proposed the leadership tasks theory, which embodies the components of effective leadership. He asserts that individuals who consistently engage in tasks of leadership are exercising true leadership and should be recognized for their contributions to their organizations, professions, and communities.
New Science Leadership Theory
Consistent with the interactive concepts inherent in transformational leadership theory and leadership tasks theory is what is referred to as new science leadership theory. To understand leadership and to function as effective leaders, we must focus on relationships, connections, and holism. We also must appreciate the value of chaos and unpredictability in our world, because chaos helps us create systems that are flexible, accepting of change, attentive to the values of all members, without boundaries, constantly growing and evolving, self-renewing, and organic. Wheatley’s ideas are gaining support as individuals examine ways to make organizations increasingly effective and the work of individuals in those organizations increasingly meaningful.
