This section contains information on a number of leadership theories and models.
Interest in what makes effective leaders is one as long as history
itself. It is a topic of constant study and discussion where everyone seems to
have a view and where definitions of leadership are as varied as the
explanations. More recent day definitions and study have focused on leadership
and change, vision building and empowering others.
Hawthorne Studies and Kurt Lewin
and Likert - participative styles of leadership lead to increased
job satisfaction and higher performance.
Contingency theories basically all argue that the 'right' or an
effective leadership style varies according to the context. e.g. Blake and Mouton's managerial grid which has been
very influential in organisation development practice.
Interview
with Blake about the Grid
Instrumental theories stress task and
person oriented behaviour (e.g. participation, delegation) by the leader to
gain effective performance from others.
Inspirational theories include
charismatic leaders, transformational leadership. The leader appeals to values
and vision and enthuses others raising confidence in others and motivating them
for change.
Informal leadership looks at behaviours associated with those who
are not appointed to authority but assume leadership in other ways.
Path-goal theory looks at what leaders must do to motivate people to
perform well and to get satisfaction from work. It draws on the expectancy
theory of motivation - four leadership styles: supportive, directive,
participative and achievement oriented.
The choice of style depends on the task and the individual e.g. routine tasks =
supportive style, complex = directive leadership.
Keep in mind that most of these theories are North American in origin and do
not necessarily take account of cross cultural
difference.
They are also almost all drawn from observation and study of men and some women question their validity for women in
leadership roles.
Fielder one of the leaders of the
contingency school -offered a continuum ranging from task-focused to
people-focused leadership. He argued that the most effective style depended on
the quality of relationships, relative power
position between the leader and the led and the nature of the task. He
also argued that the style adopted is relatively stable and a feature of a
leader's personality and could therefore be predicted. He distinguishes between
task oriented, relations oriented leaders. (LPC
scale)
Hersey and Blanchard - situational
leadership where dimensions are linked to task and relational behaviour.
Task behaviour focuses on defining roles and responsibilities whereas
relational behaviour is more about providing support to teams. The extent to
which either is used depends on the person's job maturity and psychological
security. Their test looks at elements around delegate, participate, sell or
tell.
Charismatic leaders
the focus of many management books e.g. 'In Search of Excellence' and
biographies of corporate leaders. Weber was among the first to apply this term.
Their leadership comes from their compelling vision that draws in commitment
and acceptance of change, and offers a potential for anyone to grow and develop
with the vision. Words used are trust, loyalty, devotion, commitment,
inspiration,admiration, outstanding, exceptional. A recent overview comes from
House & Shamir who see it as ability of person to get an intense moral
commitment and a strong identification from subordinates. They list a number of
behaviours ranging from articulating the vision, passion, self sacrifice, risk
taking, symbolic behaviours etc.
You may find that the term transformational
leadership is used instead of charismatic leadership. This is a new
paradigm and can offer a distinction between transformational ( take people
beyond self interest, raise motivation and moral commitment) and transactional
( exchange of rewards / threats for compliance.
Note that many now make a distinction between
management and leadership. E.g.
Bennis puts forward some specific differences between the two roles.
Manager - Administers, maintains, focuses on systems & controls and the
short term view, asks how and when, keeps eye on the bottom line
Leader - Innovates. Develops, focuses on people, inspires trust, asks what and
why has a long-term view and an eye for the horizon
Bennis & others also distinguish between
transformational (doing the right thing) and transactional leadership (doing
things right). This distinction is often quoted as the difference
between management and leadership.
Page updated February 5, 2004