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Leadership Theories
ОглавлениеMany believe that the critical factor needed to maximize people's involvement is leadership (Bennis & Nanus, 1985). A more in‐depth understanding of leadership can be gleaned from a review of leadership theories. Leadership theories can be classified various ways. These are summarized in Table 1.2.
Table 1.2 Leadership Theories
| BehavioralLeadership Theories | Autocratic Centralized decision making: Leaders make decisions and use power to command and control others. | |
| (Three Approaches) | Democratic Participative: Leaders use expert power and the power that emanates from close, personal relationships to involve others and make decisions. | |
| Laissez‐faire Passive and permissive: Leaders defer making decisions | ||
| Two Basic Leader Behaviors | Job‐centered behaviors Leaders focus on schedules, costs, and efficiency; minimal attention given to develop work groups and high‐performance goals. | |
| Employee‐centered behaviors Leaders focus on human needs of employees. | ||
| Two Dimensions of Leader Behavior | Initiating structure Emphasis is on the work to be structured; focus on task and production. Concern is how the work is organized and achieving goals. Leaders plan, direct others, establish deadlines, and give details of how work is to be done. | |
| Consideration Focus is on consideration of the employee and relating and getting along with people. Leaders attend to the well‐being of others; show empathy and interest in others; work on creating relationships to promote communication and trust. | ||
| ContingencyLeadership Theories(Four types) | Contingency Theory of Leader Effectiveness Leader behavior is dependent or contingent on the interaction of the leader and the needs of the situation. By developing good or poor leader‐member relations, high or low task structure, and high or low position power, the leader matches the most favorable leadership style to the situation. | |
| Situational Leadership Theory Focus is on the situation in determining leadership style: Telling style is high task, low relationship; Selling style is high task, high relationship; Participating style is low task, high relationship; Delegating style is low task and low relationship style. | ||
| Path‐Goal Theory Leaders make the path toward the goal easier for followers by selecting an appropriate style of leadership: Directive style focuses on the task; Supportive style is relationship focused and encouraging; Participative style involves followers in decision making; Achievement‐oriented style focuses on high structure and direction with high support and consideration. | ||
| Substitutes for Leadership Substitutes for leadership are variables that may take the place of leadership behaviors and have influence on followers to the same degree as the leader's behavior. Examples included routine work, intrinsic satisfaction in the work, cohesiveness of the group, low position power, and rigid adherence to the rules. | ||
| ContemporaryLeadership Theories(Five types) | Charismatic Theory Leaders convey an inspirational quality that promotes an emotional connection with followers. Leader qualities include self‐confidence, strength of convictions, communicating a vision, and high expectations. | |
| Transformational Leadership Theory Transformational leaders empower others to become involved in a collective purpose, inspired by a vision of a preferred future; they motivate others to contribute and take action. | ||
| Knowledge Workers Knowledge workers bring specialized expertise to an organization. Valued for what they know, they are at the frontlines with expertise and information to take action; they are the organization's leaders. | ||
| Complexity Leadership Complexity leadership is relationship‐based. Leaders facilitate information flow, context, circumstances, and interaction to create the structure for change using systems thinking and complex adaptive systems as a foundation for leading. | ||
| Servant Leadership Servant Leadership is a leadership philosophy that emphasizes service to others, a holistic approach to work, and promotes a sense of community and sharing of power in decision making (Spears & Lawrence, 2004). |
