The document discusses theories of leader behaviors from early research to contemporary theories. It outlines that early research focused on identifying leader traits but found no single trait predicts effectiveness. Ohio State and University of Michigan studies in the 1950s identified two major leader behavior types - consideration/people-oriented versus initiating structure/task-oriented, and employee orientation versus production orientation. Contemporary theories recognize that effective leadership incorporates both behaviors and that the most effective style depends on the situation.
Leading takes a wide variety of forms depending on the situation. Leading in small face to face groups is a different process as compared to leading a large and complex organization.
Behavioral theory of leadership by Ralph stogdill
Ralph stogdill ;
Ohio states studies ;
Behavioral theory of leadership ;
Dimensions of the theory ;
Compare the dimensions ;
Styles of leadership ;
and a summary
Leading takes a wide variety of forms depending on the situation. Leading in small face to face groups is a different process as compared to leading a large and complex organization.
Behavioral theory of leadership by Ralph stogdill
Ralph stogdill ;
Ohio states studies ;
Behavioral theory of leadership ;
Dimensions of the theory ;
Compare the dimensions ;
Styles of leadership ;
and a summary
Leadership theories: Advantages and LimitationsRashmi Pandey
Theories related to leadership. It will provide you an overview about different theories of leadership present in the world. You can choose and take a move forward in your life based in these theories. This is an important topic in Human resource management in management course.
Leadership plays a central part in understanding group behavior, for it is the leader who usually provides the direction toward goal attainment. Therefore, a more accurate predictive capability should be valuable in improving group performance.
Based on Latin word “movere”, motive(need) has been defined as follows: “A motive is an inner state that energizes ,activates, or moves (hence motivation),and that direct behavior towards goals.”
Leadership theories: Advantages and LimitationsRashmi Pandey
Theories related to leadership. It will provide you an overview about different theories of leadership present in the world. You can choose and take a move forward in your life based in these theories. This is an important topic in Human resource management in management course.
Leadership plays a central part in understanding group behavior, for it is the leader who usually provides the direction toward goal attainment. Therefore, a more accurate predictive capability should be valuable in improving group performance.
Based on Latin word “movere”, motive(need) has been defined as follows: “A motive is an inner state that energizes ,activates, or moves (hence motivation),and that direct behavior towards goals.”
Group Dynamics Theory, Research, and Practice2000, Vol. 4. .docxwhittemorelucilla
Group Dynamics: Theory, Research, and Practice
2000, Vol. 4. No. 1,27-43
Copyright 2000 by the Educational Publishing Foundation
1089-2699/00/$5.00 DOI: 10.1037//1089-2699.4.1.27
Leadership Research and Theory: A Functional Integration
Martin M. Chemers
University of California, Santa Cruz
This historical overview of leadership theory and research with an eye for commonali-
ties provides an opportunity for integration. Early unproductive research focused on
personality traits and behaviors. A recognition of the more complex nature of the
phenomenon resulted in the development of contingency theories that examined leader
characteristics and behavior in the context of situational parameters. The 1970s brought
an awareness that perceptions of leaders by followers and others, and perceptions of
followers by leaders, were influenced by cognitive biases arising from prior expecta-
tions and information-processing schema. Ironically, attention was belatedly drawn to
the study of female leaders, who were often the victim of cognitive biases and negative
assumptions. Recent research has reflected on the role of cultural differences in
leadership processes and has been drawn again into the search for outstanding leaders
with universally effective characteristics. The article concludes with an integration of
current knowledge in leadership effectiveness.
For much of its history, leadership theory and
the empirical supporting research have been
regarded as a fractured and confusing set of
contradictory findings and assertions without
coherence or interpretability. In this article T
argue that a considerable commonality of
well-accepted findings points the way toward a
successful and useful integration of current
knowledge. That integration, based on the key
functions performed by effective leaders, begins
to answer the question of how good leaders
behave and raises intriguing questions about the
personal characteristics of leaders that facilitate
those behaviors.
This article takes an historical perspective,
and the analysis is divided into four periods: (a)
the period prior to the presentation of Fiedler's
(1964) contingency model; (b) the period from
1965 to 1975, focusing on the development and
elaboration of contingency theories; (c) the
period from 1975 to 1985, when cognitive
theories and concerns about gender differences
arose; and (d) the period since 1985, which has
most extensively focused on transformational
theories and cultural influences. The historical
analysis is followed by a presentation of an
Correspondence concerning this article should be ad-
dressed to Martin M. Chemers, Division of Social Sciences,
117 Social Sciences I, University of California, 1156 High
Street, Santa Cruz, California 95064. Electronic mail may be
sent to [email protected]
integrative framework and a suggested direction
for future research.
In this analysis leadership is defined as "a
process of social influence in which one person
is able to enlist the a ...
Man, the different situations in which he finds himself, the diversity of aims, objectives and functions that he purpose and that are laid down for him and the many types of frames of reference in which he finds himself, are all together so complex and complicated that we cannot evolve anything like a universal formula for leadership. In fact the most that we can say and we can say it all generic elements of administration – is that the success of leadership in the final analysis is determined by the knowledge of the leader and of the people he leads. This knowledge includes knowledge of things outside the group’s own frame of reference. All this constitute the subject – matter of this article.
1 The Evolution of Leadership Theory Although the pra.docxaryan532920
1
The Evolution of Leadership Theory
Although the practice of leadership has changed considerably over time, the
need for leaders and leadership has not (Bass, 1990a; Kouzes & Posner, 1995).
Already in 1990, Bass (1990a) found a proliferation of leadership books (over 3,
300). Since the publication of Burns’s (1978) seminal work on transforming
leadership the number of leadership programs at various higher education
institutions has grown to over 900 (Mangan, 2002). Clearly, interest in the field
remains high. This review, although not exhaustive, traces the historical evolution
of leadership theory from its initial focus on Great Man and trait theory to the
contemporary study of transformational leadership theory offered by Bass.
Although the theoretical underpinnings of leadership theory have changed over
time, in many ways the basic functions of leadership–providing direction, decision
making, establishing goals, communicating, resolving conflict–have not (K. E.
Clark & Clark, 1990). Examining the historical development of leadership theories
provides some necessary perspective as well as context within which to appreciate
the increasing interest in transformational leadership (Bennis, 1976).
Leadership Traits
The historical evolution of the study of leaders and leadership derives from
Galton’s Great Man theory (K. E. Clark & Clark, 1990). Royalty, battlefield
heroes, and other wealthy and successful individuals were thought to possess
inherent talents and abilities that set them apart from the population at large and
2
which enabled them to achieve great success. Great Man theory subsequently gave
rise to trait theory in the 1920s and 1930s, which generally unsuccessfully
attempted to identify traits that made leaders different from other individuals. The
underlying assumption of the theory was that leaders surely had to possess some
universal characteristics that made them leaders. For the most part, traits were
viewed as “givens”–something that was there at birth–inborn, fixed, and
applicable to, and in, any circumstance. The shortcomings of the theory though,
were that it did not take into account the myriad different circumstances faced by
leaders nor the vast differences in the types of individuals being led. Likewise, no
attempt was made to actually measure the leader’s performance (Hollander &
Offermann, 1990). Researchers in the field subsequently refocused their efforts
away from who a leader was to what leaders did and attempted to identify
observable leader behaviors (Sashkin & Burke, 1990).
Leadership Behaviors
The behavioral approach makes an effort to identify exactly what good leaders
do on the job and then draws correlations between those specific behaviors and
their leadership effectiveness (Yukl, 2002). Research in this area basically
identified two different dimensions of leadership behavior (although labeled
differently depending on ...
What is Organizational Behavior
The study and application of knowledge about how people, individuals, and groups act in organizations.
Its framework,history and importance to manager.
Researching Leadership Theory
In researching leadership theories, there is no shortage of material, articles and books that outline the history of leadership theory development (Bolden et al 2003; Northouse, 2007; Bass, 2008). This phenomenal amount of literature reflects the vast array of different approaches being aired (Storey, 2004) as well as the wealth of knowledge that exists. There are “trait, behavioural, situational and attribution theories […] visionary, ethical, charismatic, and transactional versus transformational” theories (Abramson, 2007:115). Classical leadership theories have evolved through the 20th century from personality based, to behavioral to context based theories (Nahavandi, 2006). The majority of the literature seems to agree on the main developments in the history of leadership theory.
While the wealth of information is great, and many of the writings present coherent themes, there does not appear to be a single, exhaustive list of the major theories of leadership. To date, the most comprehensive work in this field is Yukl’s review of managerial leadership (1989) and House and Aditya’s review of leadership theories (1997). Thus, in order to better understand where the development of leadership theory stands today, the first challenge was the creation of a coherent outline of the theories of leadership to date. The choice of a chronological order has been made because existing knowledge influences knowledge being developed. This was needed to allow the wealth of academic knowledge to be placed in the reality of the field. An historical chronology offers the most realistic setting to review the development of leadership theories.
The Classic Leadership theories
Table 1 outlines these leadership theories applicable to the field in chronological (as much as is possible) order.
Leadership Theory
Outline description
Main writers
Great Man
The original leadership approach of leaders being born not made. Those certain individuals have exceptional qualities and are destined to lead. The situation brings out the leader.
Trait
People have certain natural traits which are more suited to leadership. Leadership traits can be listed. It is the combination of the right traits which makes a leader.
Stodgill, 1974
Behavioural
Leaders are made and not born. Leadership can be defined into certain behaviours which can be learned and developed
Skinner, 1967
Bandura, 1982
Situational/
Contingency
Situational theory sees leaders adapting their styles to the context and development level of their followers. Contingency theory proposes that it is situational factors together with the leaders style which determine the success of a leader.
Fiedler, 1964
House, 1974 Hersey, Blanchard, 1972
Path-Goal Theory
The successful leaders create structural paths which help followers attain their work goals
House, 1971
Charismatic
The personal charisma of an individual creates an intense emotional attachment for their followers.
Weber, 1947, Hou ...
Behavioral theories assert that people can learn how to become leaders through teaching and observation. As a reaction to the trait theories, the behavioral theories looks not at the traits and abilities of leaders, but their behavior.
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2. Brief History Early Research Ohio State University studies University of Michigan studies Contemporary Theories Practical Applications LBDQ Synopsis
4. Pre -1940’s: “Great Person” approach Heavy focus on traits (innate characteristics) Intelligence, integrity, sociability, physical traits, etc. No “trait set” predicts effective leadership (Stogdill,1963) 1940’s +: Observable leader behaviors Actions of leaders in various settings Objective assessment of leader actions Can be altered/enhanced Brief History
7. Impact of leader behaviors on small groups 2 leader behavior types (similar to OSU study) 1. Employee Orientation (human relations emphasis) 2. Production Orientation (results emphasis) Can incorporate both at once (Kahn, 1956) Research still unclear on most effective methods (Yukl, 1994) University of Michigan Studies (1950s)
Editor's Notes
-Traits First logical approach to leadership researchThings like: intelligence, integrity, determination (or willpower), and even physical traits such as heightEither had them or you did not-Behaviors Contrary to the trait approach, which does not allow leader development, the behavioral approach allows leaders to identify and enhance effective behaviors
-Subordinates rated leaders on several leadership aspects -Used in militaryConsiderate: Caring, concern for others, mutual trust Initiating Structure: facilitating group interactions toward goal achievement, defining roles/goals/strategies -Gilmore: high on consideration and initiating structure increased quality and quantity of product among salespeople -Effective style: situation/context specific
-Employee orientation is very similar to consideration style identified in the Ohio state study while production orientation is similar to the initiating structure leadership style-Employee orientation styleAttention to individual needs -Production styleTask completion and work activity focus
