Leadership theories have been evolving since long. Earlier theories focus on character & personality of individual leaders. However, recent leadership theories focus on what the leaders actually do rather than their intrinsic qualities. Plethora of research has been done in this field which reveals different characteristics of elders & contradicts with each other. Practical knowledge of these theories are important to become an Amazing Leaders. It offers an insights of the leaders to change their behaviour.
1.Great Man Theory
What sets apart a great leaders from their other colleagues and make them to circumnavigate often on rowdy roads?
Great Man theory of leadership advocates that a great leaders are born, not made. According to this theory, Great leaders possess certain natural traits which enable them to lead & they arise when need for them is pronounced. It is not something that a leader can learn & lead the group of people.
Great Leaders are meant for facing all odds & set an example for their followers. Great man theory was evolved in 19th century by historian Thomas Carlyle who advocates that history is nothing but a collection of biographies of a great leader .Myth behind some of the world most eminent leaders like Mahatma Gandhi, Abraham Lincon helped to create a belief that great leaders are born not made.
Biggest flaws of this theory is that if leadership depends on inborn quality of a person then all person who possess these necessary traits would eventually be in leadership position. Rather it is a complex subject & influenced by many factors
2.Contingency Theory
Decision making is a vital part when we deal with the people. It varies as the situation demands. Hence no one style of leadership can be applicable in different situation. There are many guiding forces in the form of various leadership theories. One of these theory is the Contingency Theory of Leadership.
This theory was coined by Fred E. Fiedler in 1960 which was based on studies of various group effectiveness & relation between leadership & organizational performance. Effective leadership depends on situational contingencies & is effected by following factors
1. Influencing power of leaders
2. Expectation of followers
3. Uncertainty or certainty of task &
4. Organizational complexity.
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Contingency theory of leadership states that people with different skills & knowledge can perform better in their respective area of expertise.
3.Trait Theory
Success of any organization depends on how strong is the leadership team. As an amazing leader, it is vital to have your chosen leadership style must match with your competency & leadership traits that makes them stand out from the crowd. Trait theories of leadership ascertain the specific personality traits that distinguish successful leaders from non-leaders & used to predict leadership effectiveness.
There are certain leadership traits which are identified as predicting tool for a person’s leadership potential with an extent of maximum accuracy. That doesn’t mean presence of these traits in a person will guarantee them to become an amazing leader. In contrast, there are many examples of leaders who don’t have these qualities but still lead the team successfully. Some of key leadership traits which are identified & most common in a successful leaders are:
- Communication & charisma
- Creativity
- Cognitive ability
- Honesty and integrity
- Perseverance
- Adaptability
- It provides a thorough knowledge and understanding of the leader component in the leadership development process. However, One of the key criticism of this trait theory is that it fails to take account of other factors like environment & situation that will affect the progress of a successful leader
4.Transactional Theory
Everyone knows that punishment and reward are two motivating factors which reinforce transactional leadership theories. Organization must define hierarchy so that everyone knows who the leader is and who are follower. If the understanding between leader & followers are transparent it becomes easier to achieve goal & objectives. The ability of transactional leaders originates from their recognized authority and responsibility. Followers are supposed to obey the instructions of the leader.
This theory was first described by Max Weber in 1947 and then by Bernard Bass in 1981.It is most controversial in that they improve hierarchical boundaries and are essentially undemocratic. This theory revolves around teamwork, organization, supervision & consider reward & punishment as a tool for leading a team. Transactional theory of leadership is most successful when problems are simple & well defined. In a crisis situation this type of leadership is most effective.
Transactional leadership theory is based on following assumptions:
1.Individual employee performs better when chain of command is well defined.
2.Team members have to follow the instruction of their seniors.
3. Rewards & punishment motivates employees
4.Close monitoring & control mechanism are required to get the work done.
5. Transformational Theory
Organizations need to continually make changes to meet the future challenges which are uncertain & nobody can predict it accurately. Changes should be fast paced & use innovation & latest technology to upbeat the changing global competitiveness.
Such changes not only stresses organizational changes but also from its employees & brings up transformation to be remain relevant in competition.
Transformational Leadership theory emphases on the relationship between the leaders and followers. This theory states that transformational leaders are inspirational, charismatic & encourages their followers to transform and achieve their goals. Such leaders are also inspirational, risk-takers, and great thinkers. To bring a significant change in organization, transformational leaders must exhibit following characteristics:
- Inspire & motivate followers
- Individualized consideration
- Offer an intellectual challenge
- Idealized Influence
6.Leadership Member Exchange (LMX)Theory
In a simple terms, Leader-Member Exchange Theory(LMX theory) explain the bonds that form between leaders and their team members. It is also known as Vertical Dyad Linkage(VDL theory). Theory believes that if the mutual relationship between a leader & their followers are strong, it helps to achieve goal smoothly. The quality of the relationship is mirrored by mutual trust, loyalty, support, respect, and obligation between them.
Leader-Member Exchange Theory (LMX) was bring together in the mid-1970s, refined in the 90s, and is now one of the most dominant approaches to understand leadership and its influence in organizations. Nothing like theories or principles that emphasis on the qualities of the leader, the Leader-Member Exchange Theory(LMX) sheens the spotlight on the most important part of leadership relationships.
The relationship between leaders and followers follows following three stages:
- Role taking
- Role making
- Role routinization
In-group followers have a tendency to function as subordinates and have higher quality custom-made exchanges with the leader than do out-group followers. LMX Theory is an explanatory ,valid and practical in approach. However, It fails to explain how high-quality exchanges are created.
Tips to build strong relationship with team members
1. Pay attention on strength rather than weakness of team members
2. Interact on regular basis
3. Arrange informal one to one meeting
4. Raise your queries
5. Take feedback on regular basis
7.Likert’s Management system
Likert’s leadership theory was developed by Rensis Likert after studying the leadership pattern & style of leadership & developed a concept to understand the behaviour of leaders. It became possible to measure the results of the work done in the field of group dynamics. Four models are developed & assign it a number System1to System4 & termed as system of management.
Following are the four systems of management system recognised by Likert are:
System 1 – Exploitative Authoritative :
In this system, superior has no trust and confidence in subordinates & they don’t provide freedom to their subordinates to work independently rather decisions are imposed on them. Because of threat, subordinates don’t feel free to discuss their problem to their seniors. Hence distortion in communication & lack of teamwork is evident in this system.
System 2 – Benevolent Authoritative:
Here responsibility lies at senior levels but not at the lower levels of hierarchy. Relation between management & employees is like master & servant. Subordinates do not share & discuss their problem freely to their superiors .Benevolent Authoritative system lacks teamwork & communication .Source of motivation in this system is rewards.
System 3 – Consultative:
Goals are set in consultation with subordinates. All employees are aware of their responsibilities. The superior has considerable but not full confidence in their subordinates. There is a reasonable amount of teamwork and communication in the organization. Rewards and job involvement are two main source of motivation.
System 4 – Participative:
Subordinates are involved in goal setting & decision making. Responsibility for achieving the organizational goals is known to each & every employee in the organization. Senior has high level of assurance in his subordinates. Democratic or participative system has high level of teamwork, communication, and employee engagement. Relationship between superior & subordinates are cordial. This is most idealistic system.
Above mentioned four management systems have been compared with one another on the basis of following organizational variables:
- Leadership
- Motivational forces
- Communication
- Interaction-influence process
- Decision-making process
- Goal-setting &
- Control processes
Finally Likert’s concluded that system 4 is best for any organization whereas system 1 is poor for achieving any goal of the organization. In a long run system 4 is best for organization to perform & getting full cooperation & commitment from its employees.
8.Behavioral Leadership Theory
Human behaviour is a very complex subject& influenced by culture, attitude, value, authority & emotions. Behavioural Theory of Leadership reflects the visible actions and reactions of leaders and their followers in a given situation. It is based upon the belief, values & interpersonal relationship of a leader with their followers.
This leadership theory believes that great leaders are made by acquiring specific behaviour pattern, not by born. It mainly focuses on action of the leader & contrast to the Trait & Great Man theory of leadership.
Leaders can acquire and adopt what actions they want to implement to become which type of leader they want to be. Also permits leaders to be flexible and adjust based on their situations .It doesn’t suggest how to behave in certain situation. There is no one right behaviour suitable for every situation.
Whatsoever behaviors you choose, the behavioural leadership theory assistance leaders focus on their actions and apply their decisions to be an Amazing leader.
9.Situational Leadership Theory
Name situational leadership theory is all about a leadership should vary their methodology/style based on the people they are leading and the situations that surround the task in progress. It varies according to circumstances, Maturity & knowledge of the leader. This leadership was developed by Hersey & Blanchard which talks about variable leadership according to the circumstances.The four leadership style that are offered in this theory are
- Telling
- Selling
- Participating &
- Delegating
Situational leadership also provide four maturity levels of team members.
1.Maturity Level 1(M1)-Least experience employees
2. Maturity Level 2 (M2)- Inexperienced but slightly more knowledge & skill compare to M1.
3. Maturity Level 3 (M3)-Employees encompass most of the skill & knowledge that require to accomplish the job & are willing to engage with the leader & need less direction.
4. Maturity Level 4 (M4)- Team members are fully skilled & are able to gets the job done without any support. They are at top of the scale of maturity & expect work independently.
Situational leadership theories inspires leaders to act by critically after analyzing the circumstances. It discusses that instead of following a single leadership approach, leaders should change leadership methodology based on the circumstances.
10. Action Centered Leadership Theory
Competing the demand of the business ,a leader has to tackle various task, problem & team members to achieve the goal. At times he/she has to ignore some action which is important & take specific action for the organizational success. The Action Centered Leadership theory can make this difficult specific act a little easier. It finds three key areas that leaders need to focus on, and deals a framework for balancing them.
This leadership Theory was developed by John Adair in year1960 challenging the Great Man theory& put up contrasting view that leadership can be taught and is a transferable skill. As per John Adair, leadership can’t be determined by the person’s characteristics, but is somewhat that can be acquired.
There are three parts of Adair’s Action-Centred Leadership Theory:
- Achieving the Task
- Managing the Team &
- Developing Individuals
Followers expect that their leader should help them to achieve the shared task, build the cooperation of teamwork, and respond to individuals’ needs.
Adair recognizes eight leadership functions that all leaders need to be able to perform & continually developed. These are as follows:
1. Defining the task
2. Planning
3. Briefing
4. Controlling
5. Evaluating
6. Motivating
7. Organising
8. Setting an example
Successful implementation of Action centered Leadership theory will enable leaders to
– Accomplish strong results
– Improve work quality
– Develop strong teams
– Improve productivity
11.Blake-Mouton Managerial Grid Theory
The management of task orientation and people orientation as two separate dimensions was a major step in leadership studies.Blake-Mouton Managerial Grid (1960s) is a system that can be used to group like leaders into categories. Following two dimension of this grid recognises the priority of the leader.
- Concern for people
- Concern for Task
- These axes giving four possible quadrant that a management style fall in. The plotted variables “concern for Task” and “concern for people” on a grid, the model supports leaders to think judgmentally of their own leadership style and correct their behaviour if required.
Blake and Mouton Managerial Grid identified following five kinds of leadership behaviour.
- Improvise:-Leader is failing both task & the People
- Country Club:-Followers are happy because they are being put foremost having their needs through the action of the leader.
- Middle of the Road:-Leader implementing this behavioural approach try to address the needs of the task and their followers to some degree.
- Produce or Perish:-Leaders using this style seek to control others. Motivation of employee is often tried through a threat of punishment.
- Team Style:- Leader is successfully misrepresent the needs of the organization as a whole with the needs of the individual employees engaged.
This grid is used to help leaders analyze their own leadership styles through grid training.Theory ignores the importance of internal and external limits and scenario.