| There are more leadership theories than you can | | | | encourages collaboration, trust, foresight, listening, and |
| shake a stick at. Theories have evolved from "Great | | | | the ethical use of power and empowerment. |
| Man" and "Trait" theories to "Transformational" | | | | (9) Dispersed Leadership - an 'informal', 'emergent' or |
| leadership - each with a different set of dynamics, | | | | 'dispersed' leadership, this approach argues a less |
| contexts and focus. | | | | formalised model of leadership where the leaders' role |
| Early theories tend to focus upon the characteristics | | | | is dissociated from the organisational hierarchy. |
| and behaviours of successful leaders, whereas the | | | | Individuals at all levels in the organisation and in all roles |
| later theories consider the role of followers and the | | | | can exert leadership influence over their colleagues |
| contextual nature of leadership. | | | | and thus influence the overall leadership of the |
| Here is an overview of leadership theories - but first | | | | organisation. |
| here are 2 quick questions for you: (1) see if you can | | | | (10) Primal Leadership - refers to the emotional |
| spot which applies to Genghis Khan and which applies | | | | dimension of leadership. The articulation of a message |
| to Mother Theresa; and (2) try to figure out which of | | | | that resonates with their followers' emotional reality, |
| these theories best describes the style you feel would | | | | with their sense of purpose-and so to move people in |
| be most appropriate for leading your change initiative? | | | | a positive direction. |
| (1) The Great Man theory - this was based on the | | | | I know it is now fashionable and politically correct to |
| belief that leaders are exceptional people, born with | | | | vote for theories 6 - 10, and that for many years it has |
| leadership qualities and are destined to lead. This | | | | been fashionable to assume that inherited traits were |
| theory reflects the male-oriented view of leadership | | | | far less important than learned and situational factors in |
| which has predominated until the late 20th century. | | | | those people fulfilling leadership roles. However, the |
| (2) Trait Theory - is based around an extensive list of | | | | science and study of behavioural genetics is gradually |
| all of the qualities or traits associated with leadership. | | | | refocusing attention on the fact that far more is to do |
| (3) Behaviourist Theories - focus on what leaders | | | | with our genes and our inherited traits and |
| actually do rather than on their qualities. Their different | | | | characteristics than has been assumed or accepted |
| patterns of behaviour are observed and categorised | | | | for several decades. |
| as leadership styles. | | | | So I have to say that the latest research on genetics |
| (4) Situational Leadership - sees leadership as situation | | | | does appear to indicate what I have long believed - |
| specific - where the style of leadership is adapted to | | | | namely that leaders are born not made - so I would go |
| the requirements of the context in which it is exercised. | | | | for an element of theory 1 with Genghis Khan. I am not |
| (5) Contingency Theory - is a development of the | | | | sure how appropriate the Mother Theresa number 8 |
| situational theory - focusing on the situational variables | | | | style is for a business environment? But maybe |
| which will determine the most appropriate or effective | | | | elements of this are covered in 7 and 10? |
| leadership style to fit the specific circumstances at that | | | | Clearly, there are strengths in all of the types of |
| time. | | | | leadership - but in the present turbulent climate, I |
| (6) Transactional Theory - emphasises the importance | | | | personally will nail my colours to the mast and select a |
| of the transaction - or relationship - that takes place | | | | combination of type 7 and 10 - because |
| between the leader and the led. It focuses on the | | | | transformational and primal leadership qualities applied |
| perceived mutual benefits derived from that | | | | in a change management context are ideally suited to |
| relationship whereby the leader dispenses favours in | | | | the holistic and wide view perspective of a |
| the form of tangible and intangible rewards in return for | | | | programme based approach to change management |
| the commitment, loyalty or [at least] compliance of his | | | | and, as such, would form key elements of successful |
| or her followers. | | | | strategies for managing change. |
| (7) Transformational Theory - The central concept | | | | For more on this: " Leadership Theories - So are |
| here is change and the role of leadership in envisioning | | | | leaders born or made?." |
| and implementing the transformation of organisational | | | | How you " Define leadership " and exercise leadership |
| performance | | | | in the present climate will be a significant determinant in |
| (8) Servant Leadership - emphasises the leaders' duty | | | | your organisation's fortunes. |
| to serve his/her followers - leadership thus arises out | | | | Equip yourself to avoid the 70% failure rate of all |
| of a desire to serve rather than a desire to lead. It is a | | | | change initiatives with the "Practitioners' Masterclass - |
| practical philosophy which supports people who | | | | Leading your people through change, putting it all |
| choose to serve first, and then lead as a way of | | | | together and managing the whole messy business. |
| expanding service to individuals and institutions. It | | | | |