Leadership Theories and Styles: Trait, Behavioral, Contingency, Transformational
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This document discusses different theories of leadership including: 1) Trait theory which proposes that certain inherent traits differentiate leaders from non-leaders. 2) Behavioral theory which proposes that leadership is a set of teachable behaviors. 3) Contingency theory which adds that leadership effectiveness depends on situational/environmental factors. 4) Several specific contingency theories are mentioned like Fiedler's model, situational leadership theory, and path-goal theory. 5) Transactional vs transformational leadership theories are compared.
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Leadership Theories and Styles: Trait, Behavioral, Contingency, Transformational
- 2. Leadership ◦ The ability to influence a group toward the achievement of goals Management ◦ Use of authority inherent in designated formal rank to obtain compliance from organizational members Both are necessary for organizational success 12/18/2016 12- 1
- 3. Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from nonleaders Not very useful until matched with the Big Five Personality Framework Essential Leadership Traits ◦ Extroversion ◦ Conscientiousness ◦ Openness ◦ Emotional Intelligence (Qualified) Traits can predict leadership, but they are better at predicting leader emergence than effectiveness. 12/18/2016 12- 2
- 4. Theories proposing that specific behaviors differentiate leaders from nonleaders Differences between theories of leadership: ◦ Trait theory: leadership is inherent, so we must identify the leader based on his or her traits ◦ Behavioral theory: leadership is a skill set and can be taught to anyone, so we must identify the proper behaviors to teach potential leaders 12/18/2016 12- 3
- 6. While trait and behavior theories do help us understand leadership, an important component is missing: the environment in which the leader exists Contingency Theory adds this additional aspect to our understanding leadership effectiveness studies Three key contingency models for leadership: ◦ Fiedler’s Model ◦ Hersey and Blanchard’s Situational Leadership Theory ◦ Path-Goal Theory 12/18/2016 12- 5
- 7. Builds from the Ohio State studies and the expectancy theory of motivation The theory: ◦ Leaders provide followers with information, support, and resources to help them achieve their goals ◦ Leaders help clarify the “path” to the worker’s goals ◦ Leaders can display multiple leadership types Four types of leaders: ◦ Directive: focuses on the work to be done ◦ Supportive: focuses on the well-being of the worker ◦ Participative: consults with employees in decision making ◦ Achievement-Oriented: sets challenging goals 12/18/2016 12- 6
- 8. Charisma means gift in Greek 12/18/2016 12- 7 Vision Personal Risk Sensitivity to Followers Unconventional Behavior
- 9. How do charismatic leaders influence followers? 12/18/2016 12- 8 Articulate a Vision Create a Vision Statement Create a new set of Values Demonstrate the Vision
- 10. Inspire followers to transcend their self- interests for the good of the organization 12/18/2016 12- 9 • Contingent Reward • Management by Exception (active) • Management by Exception (passive) • Laissez-Faire Transactional • Idealized Influence • Inspirational Motivation • Intellectual Stimulation • Individualized Consideration Transformational
- 11. 12/18/2016 12- 10 Transaction Approaches • Laissez-Faire • Management by Exception • Contingent Reward Transformational Approaches • Individualized Consideration • Intellectual Stimulation • Inspirational Motivation • Idealized Influence
Editor's Notes
- Often researchers and practitioners do not distinguish between leadership and management. However, there are some key differences and understanding these differences can be helpful for organization improvement. Leadership is the ability to influence a group toward the achievement of goals. A leader does not have to be someone who holds a formal position or title. They can emerge from a group and provide vision and motivation to those around them. Management deals with the complexity of the organization and works with planning, organizing, leading and controlling to bring about order and consistency in the organization. Even though the two roles have different areas of focus, both are necessary for organizational success.
- The trait theory of leadership looks at personality, social, physical, or intellectual traits that differentiate leaders from nonleaders. Initially this theory was based on studies that looked at over 80 different traits, which allowed almost anything to be defined as leadership. A breakthrough occurred when researchers began to organize the traits into categories and this became known as the Big Five Personality Framework where five groups of traits were found to be consistently present among leaders. Some essential leadership traits include extroversion, conscientiousness, openness, and emotional intelligence (EI), although the link between EI and leadership has not been fully explored. With the many years of research dedicated to the trait theory of leadership, it is widely accepted that traits do predict leadership. However, it is more likely that they predict the emergence of a leader than the effectiveness of a leader.
- In response to some disappointments with the trait theory, researchers began to look at defining leadership by how people behaved. This shifted the thinking on leadership from the belief that you could select leaders based on inborn traits to training leaders to behave in certain ways.
- Two key studies in the area of behavioral leadership advanced our understanding of the theory. The first was done at Ohio State University. They looked at important dimensions of leadership behavior and began with over 1000 dimensions. In the end the Ohio State studies were able to narrow it down to two dimensions – initiating structure and consideration. Initiating structure is when the leader is able to define and structure their role and that of their employees to work toward the goals of the organization. Consideration is the ability of the leader to gain the trust and respect of their followers and to help them feel appreciated for what they do. Both behaviors have proven to be very important in an effective leader. The University of Michigan Studies identified two key dimensions of leadership behavior as well. They are similar in nature to the Ohio State findings. However, the University of Michigan studies classified these behaviors as employee-oriented which looks at the interpersonal relationships between the leader and their followers; and production-oriented which focuses on the technical aspect of the job. Again, both are important for successful leadership.
- We can learn a lot from trait and behavior theories, but they do not tell the whole story. It is important to understand the environment that the leader is in to fully understand leadership effectiveness. The Contingency Theory takes the context in which the leader is operating into consideration and tries to isolate the conditions that allow for effective leadership. There are three key theories that enhance our understanding of leadership by explaining situational variables. They are Fiedler’s Model, Hersey and Blanchard’s Situational Leadership Theory, and the Path-Goal Theory of Leadership.
- The Path-Goal Theory builds upon previously discussed models to define the role of the leader. In this theory it is the job of the leader to provide the followers with the information, support, and other necessary resources to equip them to achieve their goals. The very name of the theory “path-goal” implies that if a leader is going to be effective, they must clarify the follower’s path to the goals of the organization and in fact make the journey easier by removing roadblocks. The Path-Goal Theory allows for many different types of leaders to be successful. However, the four main types of leaders discussed in this theory are: Directive, Supportive, Participative, and Achievement-Oriented. The Directive approach focuses on the work tasks that need to be accomplished, the Supportive approach is more about relationships and the well-being of the worker. In a Participative approach the leader works with the employees to include them in the decision-making process and in the Achievement-Oriented approach the leader sets challenging goals and encourages the workers to accomplish those goals.
- Charisma comes from the Greek word meaning gift. When talking about a charismatic leader one will refer to someone with certain gifts or abilities. A charismatic leader will often gain followers through personality rather than through power or authority. This chart takes a look at key characteristics that are associated with a charismatic leader. These are often traits that a leader is born with, thus continuing the debate whether leaders are born or developed. The leader must have vision, expressed as an idealized goal. The leader must be willing to take on high personal risk and engage in self-sacrifice to achieve the vision. In doing so the leader needs to remain sensitive to the feelings and needs of their followers. Throughout the process the leader must be engaging in behaviors that are perceived as counter to norms.
- Evidence shows a four-step process can help the charismatic leader utilize their characteristics to influence their followers. First the leader articulates a long-term strategy for achieving a goal. This strategy should fit the vision and uniqueness of the organization. Next the leader needs to formalize that vision by creating a vision statement. Charismatic leaders will often use this statement to reinforce the goal and purpose of the organization. This vision is communicated in a way that expresses the leader’s excitement and commitment to the goal. Next the leader will use his words and actions to communicate a new set of values for the followers to imitate. Then the charismatic leader will try to find behaviors that demonstrate their commitment to the vision. They will choose behaviors that will help followers “catch” the emotions the leader is conveying and help achieve buy-in of the followers. Finally, the charismatic leader engages in emotion-inducing and often unconventional behavior to demonstrate courage and conviction about the vision to help the followers “catch” the vision.
- Transformational leaders help followers to look at the bigger picture and commit to the good of the organization, even if it means setting their own goals aside. This chart looks at the different characteristics of transactional and transformational leadership. These two approaches are not contradictory in nature – in fact they can complement each other. Transformational leadership often is built upon transactional leadership. Good leadership will incorporate both transactional and transformational components.
- This exhibit shows the full range of the leadership model. The first four behaviors represent transactional approaches and begins with the Laissez-Faire approach, which is the most passive. As a leader progresses on the scale they move toward more active behaviors. The final four behaviors on the model represent transformational actions. This model shows that as leaders utilize more transformational behaviors they become more effective.