The document discusses various schools of leadership theory that have emerged over time, beginning with the Great Man theory in the early 20th century. It then covers theories from the 1950s focused on leader behaviors and traits. Contingency theory from the 1960s incorporated situational factors. More recent theories emphasized relations between leaders and followers and new forms of leadership like transformational leadership. The document concludes by noting areas for further leadership research.

2.  Trait School of Leadership
 Behavioral School of Leadership
 Contingency School of Leadership
 Relational School of Leadership
 Skeptics of Leadership School
 Information-Processing School of Leadership
 The New leadership
(Neocharismatic/Transformational/Visionar)
School
 Emerging Issues

3.  It began at the turn of the 20th century
with the GREAT MAN perspective.
 The GREAT MAN school of thought
suggested that certain dispositional
characteristics (traits) were different
between leaders and non-leaders.
 But this research was shut down by
pessimistic interpretations.

4.  1950´s
 It was focused on the behaviors that
leaders had and how they treated
followers.
 Democratic leader: Participative
 Autocratic: make choices based on their
own ideas.

5.  It is credited to Fieldler (1967,1970)
 Stated that leader-member relations, the
task structure, and the position of the leader
would determine the effectiveness of the
type of leadership exercised.
 It was extended by the theory “substitutes-
for-leadership” by focusing on the
conditions under which leadership is
unnecessary as a result of followers
capabilities.

6.  It was focused on High-quality relations
between a leader and his or her
followers that are based on trust and
mutual respect.
 High-quality relations generate more
positive leader outcomes that do lower-
quality relations.

7.  It would suggest that what leaders do is
largely irrelevant and that leader ratings
may reflect simply the implicit leadership
theories that individuals carry “in thier
heads”.
 It questioned whether leadership existed
or was needed, and whether it actually
made any difference to organizational
performance.

8.  It focus on understanding why a leader is
legitimized by virtue of the fact that his or
her characteristics match the
expectation that followers have of a
leader.
 To better understand how congnition is
related to develop various behaviors.

9.  It focused on the mutual satisfaction of
transactional obligations.
 A different form of leadership was
required to account for follower
outcomes centered on a sense of
purpose and idealized mission.
 Trasformational leadership

10.  Areas that require further research
 Contextual factors are seen to give rise to
or inhibit certain leadership behaviors
(national culture, gender, among others)
 Ethics (authentic-ethical, inauthentic-
unethical).
 Leader traits (practical problem-solving
abilities to leader effectiveness.
 Future: Intelligence = Leadership
effectiveness.

12.  A leader exerts high levels of power over his or
her employees or team members. People
within the team are given few opportunities for
making suggestions, even if these would be in
the team's or organizations interest.
 Most people tend to resent being treated like
this. Because of this, autocratic leadership
usually leads to high levels of absenteeism and
staff turnover. Also, the team's output does not
benefit from the creativity and experience of
all team members, so many of the benefits of
teamwork are lost.

13.  --New, untrained employees who do not
know which tasks to perform or which
procedures to follow
 --Employees do not respond to any other
leadership style
 --There are high-volume production needs
on a daily basis
 --There is limited time in which to make a
decision
 --A manager´s power is challenged by an
employee

14.  Bureaucratic leadership is where the
manager manages by the book.
Everything must be done according to
procedure or policy. If it isn´t covered by
the book, the manager refers to the next
level above him or her. This manager is
really more of a police officer
than a leader. He or she enforces the
rules.

15.  --Employees are performing routine tasks
over and over.
 --Employees need to understand certain
standards or procedures.
 --Employees are working with dangerous or
delicate equipment that requires a definite
set of procedures to operate.
 --Safety or security training is being
conducted.
 --Employees are performing tasks that
require handling cash.

16.  --Work habits form that are hard to
break, especially if they are no longer
useful.
 --Employees lose their interest in their jobs
and in their fellow workers.
 --Employees do only what is expected of
them and no more.

17.  Leader injects huge doses of enthusiasm into
his or her team, and is very energetic in driving
others forward.
 Can tend to believe more in him or herself than
in their team. This can create a risk that a
project, or even an entire organization, might
collapse if the leader were to leave: In the eyes
of their followers, success is tied up with the
presence of the charismatic leader. As such,
charismatic leadership carries great
responsibility, and needs long-term
commitment from the leader.

18.  A Democratic leader gives the followers a vote in
nearly every decision.
 Develops plans to help employees evaluate their
own performance
 --Allows employees to establish goals
 --Encourages employees to grow on the job and be
promoted
 --Recognizes and encourages achievement.
 It is most successful when used with highly skilled or
experienced employees or when implementing
operational changes or resolving individual or group
problems.

19.  --The leader wants to keep employees informed
about matters that affect them.
 --The leader wants employees to share in decision-
making and problem-solving duties.
 --The leader wants to provide opportunities for
employees to develop a high sense of personal
growth and job satisfaction.
 --There is a large or complex problem that requires
lots of input to solve.
 --Changes must be made or problems solved that
affect employees or groups of employees.
 --You want to encourage team building and
participation.

20.  --There is not enough time to get
everyone´s input.
 --It´s easier and more cost-effective for
the manager to make the decision.
 --The business can´t afford mistakes.
 --The manager feels threatened by this
type of leadership.
 --Employee safety is a critical concern.

21.  Leave it be
 A leader who leaves his or her colleagues
to get on with their work. It can be effective
if the leader monitors what is being
achieved and communicates this back to
his or her team regularly. Works for teams in
which the individuals are very experienced
and skilled self-starters. Unfortunately, it can
also refer to situations where managers are
not exerting sufficient control.

22. 
--Employees are highly skilled, experienced,
and educated.
--Employees have pride in their work and the
drive to do it successfully on their own.
--Outside experts, such as staff specialists or
consultants are being used
--Employees are trustworthy and experienced.

23.  Is the opposite of task-oriented
leadership: the leader is totally focused
on organizing, supporting and
developing the people in the leader´s
team. A participative style, it tends to
lead to good teamwork and creative
collaboration.
 In practice, most leaders use both task-
oriented and people-oriented styles of
leadership.

24.  A leader who is often not formally
recognized as such. When someone, at
any level within an organization, leads
simply by virtue of meeting the needs of
his or her team, he or she is described as
a “servant leader”.
 In many ways, is a form of democratic
leadership, as the whole team tends to
be involved in decision-making.

25.  A person with this leadership style is a
true leader who inspires his or her team
with a shared vision of the future.
Transformational leaders are highly
visible, and spend a lot of time
communicating. They don´t necessarily
lead from the front, as they tend to
delegate responsibility amongst their
teams. They can need to be supported
by detail people.

26.  Visionary Leadership, The leadership style
focuses on how the leader defines the
future for followers and moves them
toward it.
 From the short review above, one can
see that there are many different
aspects to being a great leader; a role
requiring one to play many different
leadership styles to be successful.

27.  Strategic Leadership is practiced by the
military services such as the US Army, US
Air Force, and many large corporations.
It stresses the competitive nature of
running an organization and being able
to out fox and out wit the competition.

28.  Team Leadership. A few years ago, a
large corporation decided that
supervisors were no longer needed and
those in charge were suddenly made
"team leaders." Today, companies have
gotten smarter about teams, but it still
takes leadership to transition a group
into a team.