BCom Notes Part II Management Various Theories of Leadership
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Various Theories of Leadership
Briefly describe various theories of leadership. OR
Discuss different approaches to leadership.
OR
Explain the main theories of leadership.
OR
Enumerate the qualities of leadership.
Theories of Leadership
Leadership styles focus on the behavior pattern exhibited by a leader during supervision of the subordinates. On the other hand, who will emerge an effective leader? Or how effective a leadership style will be? such questions are answered by leadership theories. Simply stated, theories focus on various approaches to successful leadership.
The theories of leadership may be classified into three categories, Trait theories, Behavioral theories and situational theories.
1. Tratist Leadership Theory
In its early stage, this theory was called great man theory of leadership, which says that leaders are born and not made. Ancient people thought that certain natural qualities of leadership exist in a person. Ultimately, the great man theory gave way to a more real theory the Trait approach.
Trait theory views leadership as a conglomerate (or a large set) of different traits or qualities. The great man theory believed that traits were inherited. Whereas, trait theory holds that traits are not always inborn but can be acquired through education, training and experience. Trait theory holds that leadership is largely a matter of personality, a function of specific traits. It suggests that there are certain unique qualities or traits clearly identifiable in leaders. The greater the degree of such traits possessed by a person the better and more successful will be proved as a leader. It further suggests that leaders differ from followers with respect to certain key traits and these traits remain unchanged across time. The trait theory attempts to isolate the attributes of successful and unsuccessful leader and using such a list of traits, it predicts the success of failure of persons as leaders. It is to be noted that these traits are not measurable.
Various thinkers have differed on the package of traits. Many studies of traits have been made. Ralph Stogdill found (1974) that various researchers have identified specific traits related to leadership ability as follows:
a. Physical Traits
Five in all, such as energy, appearance and height.
b. Intelligence and Ability Traits
Four in all, such as high level of intelligence and judgement.
c. Personality Traits
Sixteen in all, such adaptability, aggressiveness, enthusiasm and self-confidence.
d. Task-Related Characteristics
Six in all, such as achievement drive, persistence and initiative
e. Social Characteristics
Nine in all, such as cooperativeness, interpersonal skills and administrative ability.
It may be noted that the discussion of the importance of traits still goes on. More recently (1991). Shelly Kirkpatrick and Edwin Locke have identified the following key leadership traits.
i. Drive
Including achievement, motivation, energy, ambition, initiative and tenacity (i.e. firmness).
ii. Leadership Motivation
The aspiration to lead but not to seek power as such.
iii. Self-Confidence
Including motional stability.
iv. Cognitive Ability
The ability of knowing, including consciousness of things and judgement about them.
v. An Understanding of the Business
According to them, less clear is the impact of creativity, flexibility and charisma (i.e. strong personal charm to attract and influence) on the leadership effectiveness.
In general the study of leaders traits has not been a very fruitful approach to explaining effectiveness of leadership. Not all leaders possess all the traits and many followers (non-leaders) may possess most or all of them. Further, the trait theory does not indicate as to how much of any trait a person should have to be an effective leader. Also, most of these so-called traits are really patterns of behavior. Furthermore, the list of traits is not uniform. Effective leadership is not a function of some traits only, situation also plays an important role in making someone a successful leader.
2. Behavioral Theories of Leadership
Dissatisfaction with the results of the trait approach has caused a significant change in the emphasis of leadership research and the focus shifted in the actual behavior and actions of leaders from the traits or characteristics of leaders. Thus, Behavioral theories attempt to describe leadership in terms of what leaders do rather than what they are. According to Behavioral approach, leadership is the result of effective role behavior. This approach hold that an effective leader is one who performs these acts which help the group to attain its goals.
The most popular models of leadership based on the behavioral approach may briefly be discussed as follows:
Likert’s for systems of management. Rensis Likert has studied the patterns and styles of leaders and manager for three decades (1961). He has developed a continuum of our systems of management or leadership styles as follows:
a. System 1 Management
It is described as exploitative authoritative. Its managers are higher autocratic have little trust in subordinates and motivate people through fear and punishment and only occasionally reward. They engage in downward communication and limit decision making to themselves.
b. System 2 Management
It is called benevolent – authoritative. Its managers have a patronizing confidence and trust in subordinates. They motivate with rewards and some fear and punishment. They permit some upward communication and solicit some ideas and opinions from subordinates. They allow some delegation of decision making but with close policy control.
c. System 3 Management
It is referred to as Consultative. Its managers have substantial but not complete confidence and trust in subordinates. They usually try to make use of subordinates ideas and opinions. They use reward for motivation with occasional punishment and some participation.
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