Leadership Theories PDF

Preview

Summary

This is an assignment that was answered and submitted. Students can find it useful while studying because the grade scored was high...

Description

Leadership Theories 1

LEADERSHIP THEORIES

Leadership Theories 2 Table of Contents 1.0 Introduction ............................................................................................................................... 3 2.0 Traditional theories of leadership ............................................................................................. 3 2.1 Trait leadership...................................................................................................................... 3 2.2 Behavioral leadership ............................................................................................................ 4 3.0 Contemporary leadership theories ............................................................................................ 5 3.1 Situational leadership ............................................................................................................ 5 3.2 Transactional leadership........................................................................................................ 6 3.3 Transformational leadership.................................................................................................. 7 4.0 Emerging leadership theories.................................................................................................... 8 4.1 Authentic leadership.............................................................................................................. 8 4.2 Servant leadership ................................................................................................................. 8 5.0 Most effective leadership theory for today’s market ................................................................ 9 Bibliography ................................................................................................................................. 10

Leadership Theories 3 Leadership Theories in Rapidly Changing Markets 1.0 Introduction The increasingly globalized world has led to new demands and challenges for leaders. Traditional leadership styles are proving to be less effective in this modern world. For organizations to stay competitive, their leaders need to adapt to styles that conform to current market trends. The form of leadership will determine whether an organization will be successful. In many cases, the collapse of many businesses has been blamed on poor leadership. Leadership theories attempt to explain the characteristics that make a person an effective leader. These theories explain how people can modify their behaviors and become better leaders in their organizations. An effective leader can persuade and motivate his followers to achieve a common objective. So, leaders need to adopt contemporary styles to cope with the demands of the everchanging market environment. It is essential to understand the various forms of leadership to help create better leaders who can build successful enterprises (Northouse, 2019). This paper seeks to analyze traditional and contemporary leadership theories. Then, it aims to describe an effective leadership approach for today’s disruptive marketplace. 2.0 Traditional theories of leadership 2.1 Trait leadership This theory is based on the belief that leadership is innate. Leaders are born with natural characteristics or qualities. The presence of these traits is what determines the success or failure of any leader. So, to identify a potential leader, one needs to look at a set of traits common to great leaders. Then, a person can hone these traits and grow to become a leader. Thomas Carlyle formulated this theory in the 19th century. He promoted the idea that leadership comes naturally. He disputed the view that leaders could be trained. Some of the leadership traits include honesty,

Leadership Theories 4 self-confidence, integrity, perseverance, knowledgeable, charisma, self-motivated, creative, decisive, and flexible (Penney, Kelloway & O’Keefe 2015, p. 33). Trait leadership entails the great man theory. The great man theory advances the idea that great leaders in history, such as Alexander the Great, Abraham Lincoln, and Mahatma Gandhi, were born with the innate ability to lead. They exhibited superior intellect and talents that set them apart from everyone. They assume power and authority despite unfavorable circumstances at the time. This exceptional ability endears them to many people. However, a major criticism about this theory is that many people who have inborn leadership qualities don’t end up being leaders. Opponents further argue that there are many complex factors involved in becoming a leader and not simply having innate traits (Chand, 2015). They argue that it is the society that creates leaders. 2.2 Behavioral leadership This theory focuses on the actions and reactions of leaders in specific situations. Their response in particular environments determines whether they can be an effective leader. The behavioral theory doesn't promote the assumption that leaders are born. Rather, it extends the belief that leadership is a learnable behavior. The theory emphasizes the actions of leaders rather than their qualities. To display good leadership, the theory suggests that leaders should focus on a particular set of skills. One, they should be focused on strong organizational systems and structures that enable their followers to execute their tasks successfully. Two, they emphasize on the wants and needs of their employees. They are keen to listen to their problems and offer solutions while motivating them to succeed. The best leaders are not those with the necessary innate leadership traits. Instead, great leaders are those who adapt their behavior to fit any set of unique situations. This theory encourages using observation and practice to train leaders. This education can help one develop the core behavioral patterns to create an effective leadership

Leadership Theories 5 style. A key downside is that the behavior patterns of a leader may not be useful in all set of circumstances (Nawaz and Khan 2016, p. 2). So, there is no specific leadership style that is effective in all situations. 3.0 Contemporary leadership theories 3.1 Situational leadership This theory suggests a leader assess the prevailing circumstances of their followers then align their leadership style to meet their demands. Situational leadership is a flexible model. It doesn't solely rely on the inherent traits or behavior of the leader (DuBrin, 2013). Rather, it is focused on adapting leadership to the specific needs of an organization. This leadership style is suitable in dealing with an ever-changing environment that presents numerous situations and challenges. This theory requires a leader to be aware of the specific time to change their style. This is because no style can solve all manner of situations. The model was pioneered by Kenneth Blanchard and Paul Hersey in the 1960s. Situational leadership emphasizes the leader changing their style to suit their followers. It classifies the best leaders as those with the capacity to adapt their leadership style to the prevailing situation (Walls, 2019, p.31). By observing the traits of the followers, a leader uses a style that influences the followers to perform their tasks effectively. Hersey and Blanchard offered four main leadership styles within this model. First, telling, that is, the leader informs the followers of his goals and intentions. Second, selling a leader persuades their followers to support their ideas. Third, participating, the leader promotes active engagements by group members by encouraging them to share ideas. Fourth, delegating, the leader assigns more responsibility to their followers. So, this various leadership style depends on the readiness or maturity levels of the followers. Critics of situational leadership argue that this approach doesn't allow a leader to use a style that suits

Leadership Theories 6 their personality or inherent qualities. Another criticism is the approach is short-sighted as a leader focuses on how to adapt to immediate situations (Shonhiwa, 2016, p. 37). This may cause a leader to lose the attention of an organization's long-term needs. 3.2 Transactional leadership This type of leadership is centered on a rewards and punishment model. Leaders can use this approach to motivate followers in the short term. It's particularly useful during emergencies or crisis cases. This incentive-based model supports transactional leaders’ aim of getting the best from their followers. Transactional leaders ensure that their followers conform to existing organizational systems and procedures. They help an organization maintain its standards through active group and individual performance management approaches. Performance reviews are some of the tools transactional leaders use to manage an organization's operations. They help preserve the existing routine within a business. The approach opposes any deviation from the status quo, and change leads to immediate corrective measures. Max Weber and Bernard M. Bass are the chief pioneers of the transactional leadership theory. This approach is useful in organizations that require strict adherence to rules and requirements such as large multinationals, health institutes, athletic teams, and military establishments. Transactional leadership has been criticized for limiting creativity and innovation as it focuses on maintaining the status quo. As a result, followers can’t fully achieve their potential (Afshari & Gibson, 2016). An example of transactional leadership is in sports teams where coaches use the bonus or rewards systems to motivate their players to win games. Also, players suffer punishment when they lose through rejections from fans and discipline from their coach. Notable transaction leaders include Microsoft boss Bill Gates and former N.F.L. coach Vince Lombardi.

Leadership Theories 7 3.3 Transformational leadership This leadership approach is focused on leaders influencing positive change on their followers. James MacGregor Burns first formulated the concepts of the theory. It suggests that to create a high-performing entity, leaders need to inspire their followers to exceed their abilities. Some of the critical traits of transformational leaders are the ability to convey their vision, highest standards of integrity and emotional intelligence, excellent skills in creating rapport (Mittal & Dhar 2015). Burns built the theory on four primary components. First, they stimulate the intellectual capacity of their followers. Transformational leaders can do these by encouraging creativity and innovation, which lead to the creation of new ideas. They avoid blaming their followers for any mistakes and instead focus on finding solutions for any obstacles. Second, they use their vision, mission, and values to inspire their followers. This helps promote commitment and teamwork within an organization. Third, they take a personalized approach to their members. They mentor their followers by encouraging them to use their skills and talents to empower the organization. Fourth, transformational leaders serve as role models to their followers. They lead by displaying high levels of moral conduct. The followers will find it easier to imitate their conduct. Their actions help an organization mobilize its members to achieve the common objectives (Malik, Javed & Hassan, 2017, p.150). Transformational leadership is criticized for being challenging to train as it involves a blend of various leadership theories. Also, leaders can use their powers to manipulate their followers for their selfish interests. Mahatma Gandhi, Peter Drucker, and John D. Rockefeller are some leading examples of transformational leaders.

Leadership Theories 8 4.0 Emerging leadership theories 4.1 Authentic leadership This new theory became popular after Bill George’s 2003 book “Authentic leadership.” It focuses on a leader being genuine and not displaying fake traits. A leader shows their true self concerning their values, moral, and principles. They recognize their strengths and weaknesses. This theory disputes the act of copying other leaders’ traits. It encourages leaders to be accountable for their actions and uphold transparency. A high level of self-awareness is essential to maintain this leadership approach (Datta, 2015, p.20). Some common traits of authentic leaders include. First, they take responsibility for their actions, including their mistakes. Second, they show courage by defending their values and principles. Third, they are consistent by being genuine at all times. These traits ensure they earn credibility and trust from their followers. They have a strong belief in their leaders at all times. However, critics argue that authentic leadership faces cultural barriers. The sound practices in an individualistic society may be considered disrespectful in a collective society. The approach has also been criticized for being impractical in non-western cultures (Covelli & Mason, 2017). Some recent examples of authentic leadership include Steve jobs. He experienced immense success in the tech industry. However, in his speeches, he stays true to himself by revealing his vulnerabilities and failures in his journey to success. 4.2 Servant leadership This theory is based on the natural desire to serve. This causes one to be a leader not to gain power or wealth but helps others. The approach differs from the traditional model, which is centered on domination and authority over others. The highest priority is to improve the lives of the disadvantaged ones in society. A servant leader is concerned with community welfare. The

Leadership Theories 9 approach encourages the sharing of power by placing the followers' interests first. A servant leader promotes the empowerment and uplifting of their followers. Their actions help develop the personal and professional skills of others. However, the model has been criticized for being time-consuming. A lot of time is needed to care for the needs of everyone within an organization (Spears & Lawrence, 2016, p.2). Martin Luther King offers an example of servant leadership. The civil rights movement leader was determined to serve black people by promoting equality within the U.S. 5.0 Most effective leadership theory for today’s market In the present competitive and fast-moving business market, the ideal leadership trait is the ability to change. The disruptive environment always provides leaders with new challenges and solutions. So, a business leader who isn't adaptable will be left behind. The situational leadership theory offers the right kind of approach for any leader. The model encourages leaders to adapt to the prevailing situations or circumstances. Therefore, this paper has examined the various strategies that can help create better leaders. The ever-changing landscape requires strong leadership that will drive an organization in the right direction. A leader can reinforce the traits that will inspire positive change in their followers.

Leadership Theories 10 Bibliography Afshari, L., & Gibson, P., 2016. How to increase organizational commitment through transactional leadership. Leadership & Organization Development Journal. Chand, S., 2015. Great man theory and trait theory of leadership. Covelli, B.J., and Mason, I., 2017. Linking theory to practice: Authentic leadership. Academy of Strategic Management Journal. Datta, B., 2015. Assessing the effectiveness of authentic leadership. International Journal of Leadership Studies, 9(1), pp.19-32. DuBrin, AJ. 2013. Leadership: Research findings, practice, and skills. Mason, OH: SouthWestern, Cengage Learning. Malik, W.U., Javed, M., & Hassan, S.T., 2017. Influence of transformational leadership components on job satisfaction and organizational commitment. Pakistan Journal of Commerce and Social Sciences (P.J.C.S.S.), 11(1), pp.147-166. Mittal, S., & Dhar, R.L., 2015. Transformational leadership and employee creativity. Management Decision. Nawaz, Z.A.K.D.A., & Khan_ Ph.D., I., 2016. Leadership theories and styles: A literature review. Leadership, 16(1), pp.1-7. Northouse, P.G., 2019. Introduction to leadership: Concepts and practice. SAGE Publications, Incorporated. Penney, S.A., Kelloway, E.K., & O'Keefe, D., 2015. Trait theories of leadership. In Leadership in Sport (pp. 31-45). Routledge.

Leadership Theories 11 Shonhiwa, C., 2016. An examination of the situational leadership approach: Strengths and weaknesses. Cross-Currents: An International Peer-Reviewed Journal on Humanities & Social Sciences, 2(2), pp.35-40. Spears, L.C., & Lawrence, M. eds., 2016. Practicing servant-leadership: Succeeding through trust, bravery, and forgiveness. John Wiley & Sons. Walls, E., 2019. The Value of Situational Leadership. Community Practitioner, 92(2), pp.31-33....