3. Trait Theory- a theory based on leader traits or personal characteristics that differentiate
leaders from followers.
The Trait Theory of Leadership evolved from the earlier Great Man Theory, which was based
on the assumption that leaders were born with some innate ability to lead. Trait theories, however,
had a contrasting assumption-that leadership traits were not inborn and could be learned through
experience and knowledge gained through studies. Traits like intelligence, self-confidence,
assertiveness, high energy and actively level, task-relevant knowledge, honesty and integrity, being
charismatic, being a visionary, and others were proposed as leadership traits by reasearchers from
the 1940s to the present.
The following are the early leadership theories given by Kreitner and
Kinicki (2013).
Ideally, leadershipshould result in the willingness of individualsto work with zest, ardor, and self-
reliance. The leader guides them and facilitates their progress towards the attainment of
organizational vision,mission,goals, and objectives. Leadershiptheories emerged in order to
respond to the need by explaining certain aspects of leadership,and to better understandwhat
drives success in this area.
4. Behavioral Theory- a theory that focuses on the behavior, action, conduct, demeanor, or
deportment of a leader instead of his or her personality traits.
Studies on this theory began during the Second World War or in the early 1940s because of
the belief that the leader’s behavior affects work group effectiveness. Further studies on this theory
emphasized that since behavior is learned, leader behaviors can also be learned. In short, leaders are
made and not born.
5. Contemporary Theories of Leadership
Leadership theories evolved along with the development of management throughout time, giving rise
to contemporary theories such as follows:
Fiedler Model- it is a situational leadership theory proposed by Fred Fiedler, an
organizational behavior scholar
This theory is based on the assumption that a leader’s effectiveness is contingent or
dependent on the extent to which a leader’s style is fitted to actual situations in the organization’s
internal and external environment. Fiedler described such leader’s style as either task-motivated or
relationship-motivated, either focused on the achievement of goals or more concerned about having
good relationships with subordinates. Situational control, which may be low or high, is also exhibited.
High control means that the leader has the capability to influence work results while low control
implies very little influence.
Situational control- is a leadership control/style dependent on the specific circumstances in which
the leadership occurs; an effective leadership style in one situation may not be effective in another
situation.
6. Her
Hersey-Blanchard Model- another situational leadership theory proposed by Paul
Hersey and Ken Blanchard.
The theory focused on subordinates readiness or extent to which the said subordinates have
the ability and willingness to accomplish a specific work assignment. Hersey and Blanchard gave four
stages of subordinate readiness as shown below.
Four Stages of Subordinate Readiness
R1- Where the subordinates are both unable and unwilling to accomplish the
task
R2- Where the subordinates are unable but willing to do the task
R3- Where the subordinates are able but unwilling to do their assigned tasks
R4- Where the subordinates are both able and willing to do what the leader
wants to complete the task
7. Path-Goal Theory- a theory developed by Robert House which states that the
leader’s task is to lead his other followers or subordinates in achieving their goals by providing them
direction needed in order to ensure compatibility of these said goals with the organization’s goal
Effective leaders show their subordinates the path they must take to help them achieve
their work goals. House identified four leadership behaviors:
1.
Path-Goal Theory- a theory developed by Robert House which states
that the leader’s task is to lead his other followers or subordinates in achieving their
goals by providing them direction needed in order to ensure compatibility of these
said goals with the organization’s goal
Effective leaders show their subordinates the path they must take to help
them achieve their work goals. House identified four leadership behaviors:
1. Directive leadership- where the leader gives specific guidelines to followers so that task
accomplishment would be easier
2. Supportive leadership- where the leader shows concern and friendliness to subordinates
3. Participative leadership- where the leader asks for suggestions from followers before
decision-making; and
4. Achievement-oriented leadership- where the leader sets the goals that subordinates must
try to achieve.
8. Modern Leadership Views
Similarly, views on leadership evolved over time. Among the modern views on and
approaches to leadership are the following:
1. Transactional Leadership Model- a theoretical model which states that leaders guide their
subordinates toward the achievement of their organizations goals by using social exchange or
transactions and by offering rewards in exchange for their productivity.
2. Transformational Leadership Model- a view that developed from transactional leadership.
It states that leaders inspire or transform followers to achieve extraordinary outcomes. Through
their leadership, they are able to excite and inspire followers to exert extra effort to achieve group
goals.
Transformational leadership is strongly correlated with lower turnover rates and higher levels
of productivity, employee satisfaction, creativity, goal attainment, and follower well-being (Robbin
and Coulter, 2009)
3. Charismatic Leadership Theory- another modern theory of leadership which states that
leaders who have charismatic personality are able to influence their subordinates to follow them.
Charismatic leaders pertain to leaders who are self-confident, enthusiastic, and sensitive to
both environmental constraints and subordinates needs. Charismatic leaders take risks to achieve
their vision, and have the ability to communicate well-verbally or nonverbally-through their
behavior, among others. Researchers have shown evidences that correlate charismatic leadership
with high levels of performance and satisfaction among followers.
9. 4. Visionary Leadership Theory- is a theory which states that leaders are able to make their
subordinates follow because of their ability to create and articulate a realistic, credible, and attractive
vision that may improve present conditions or circumstances.
Visions that are clearly explained are easily grasped and accepted by subordinates/followers,
thus giving them high energy to perform their task well.
5. Team Leadership Theory- is a theory that emerge because of the fact that leadership is
increasingly taking place within a team context and that more companies are now utilizing work teams
led or guided by leaders.
Many managers are now trying to learn how to become effective team leaders. Among the
skills that they must learn are information sharing, trusting others, lessening for mediation, among
others.
6. Servant Leadership Theory- a theory proposed by Robert Greenleaf in 1970 stating that
servant-leaders must focus on increasing service to others rather than to one’s self.
Servant-leaders focus on commitment to the growth of people, building community,
stewardship of the material resources and the people they lead, their ability to listen to what others
seek to communicate, their ability to emphasize with others feelings and emotions, and their ability to
foresee future circumstances associated with present courses of action and conditions. Researchers
have gathered proof that this leadership model is positively associated with workers job satisfaction,
organizational commitment and citizenship, creativity, and perception of fairness, among others.
10. “Effective leadership is not
about making speeches or
being liked; leadership is
defined by results not
attributes.”
Peter Drucker
