Professional Documents
Culture Documents
History of Leadership Sutdies
History of Leadership Sutdies
While leadership has been a topic of interest since the dawn of man, leadership and management studies were taken up in earnest in the early 20th century. This hub chronicles a kind of evolution in leadership behavior studies from the traits of effective leaders to follower-centered leadership theories proposed in the late-20th, early 21st century. Much of the credit for the information in this hub go to Dr. Peter Northouse and Dr. Gary Yukl and their respective publications Leadership: Theory & Practice and Leadership in Organizations. Through these important works each man has contributed greatly to the understanding of leadership behaviors within organizations. This brief survey is not meant to be exhaustive by any means.
production to maximum efficiency. In terms of leadership within organizations, Taylor believed that leaders were born, not made and assumed there was only one form of effective leadership.
7. readiness to absorb interpersonal stress, 8. willingness to tolerate frustration and delay, 9. ability to influence other persons' behavior, 10. capacity to structure social interaction systems to the purpose at hand.
Kurt Lewin
Max Weber
Charismatic Authority
Max Weber, a German sociologist, was the first to propose and describe Charismatic authority (the precursor to charismatic leadership theory) in his work The Protestant Ethic and the Spirit of Capitalism. Weber described Charismatic leadership as "a special personality characteristic that gives a personexceptional powers that result in the person being treated as a leader. House (1976) published a theory of charismatic leadership within which he described the personal characteristics of this type of leader as being dominant, having a strong desire to influence others, being self-confident, and having a strong sense of ones own moral values (Northouse, 2004).
Rensis Likert
Participative Leadership has been proposed and highlighted by a number of scholars including Dr. Rensis Likert (1967) and Gary Yukl (1971). Likert is best known for the Likert Scale, a measurement devise used to measure degrees of acceptance of a given premise. His theory of leadership styles included the following. Likert Leadership Styles 1. Exploitative authoritative - by which the leader shows little if any concern for his followers or their concerns, communicates in a demeaning, accusatory fashion, and makes all decisions without consultation with the subordinates. 2. Benevolent authoritative - is concerned with the employees and rewards for quality performance, but makes all decisions alone. 3. Consultative - makes genuine effort to listen to the subordinates' ideas, but decisions are still centralized in the leader. 4. Particpative - shows great concern for employees, listens carefully to their ideas, and includes them in the decision-making process. Participative Leadership Yukl described a similar participative leadership style but used different labels. 1. Autocratic - makes all decisions alone without concern for or consultation with followers 2. Consultation - leader asks for opinions and ideas from subordinates but makes decisions alone. 3. Joint Decision - leader asks for ideas from subordinates and includes them in the making the decision. 4. Delegation - manager-supervisor gives a group or individual the authority to make decisions.
4. greater organizational commitment 5. more desirable work assignments 6. better job attitudes 7. more attention & support from the leader 8. greater participation 9. faster career progress
Situational Leadership
Situational leadership theory was proposed by Dr. Paul Hersey and Dr. Ken Blanchard. By there conceptualization, leaders choose the leadership style based on the maturity or developmental level of the follower. Their theory yielded a four quadrant configuration based on the relevant amounts of directive and or supportive needed to motivate a given employee to fulfill a given task. The four quadrants are labeled according to the corresponding leadership style related to each of the four sections of the model. 1. Directing is aimed at the least mature employee or member whereby the leader uses only directive words and no supportive behaviors to motivate the employees. 2. Coaching whereby leader-supervisors use both high directive and high supportive words and behaviors in their interaction with employees. 3. Supporting whereby leader-supervisors refrain from directive behaviors and concentrate on on supportive behaviors only. These employees work well on their own but lack self confidence or may be overwhelmed with a new task. 4. Delegating whereby leader-supervisors no longer need to offer directives or supportive words and behaviors. These employees have matured to the place where they are competent and confident in the task and do not need anyone to look over their shoulders.
motivated if (a) they think they are capable of the work (or high level of self-efficacy); (b) believe their efforts will result in a certain outcome or reward; and (c) believe the outcome or reward will be worthwhile. Path-goal theory is said to emphasize the relationship between 1. the leader's style 2. the follower's personality characteristics 3. the work environment or setting. Like situational leadership, leaders choose between four primary leadership behaviors when interacting with subordinates, including 1. directive 2. supportive 3. participative 4. achievement-oriented wherein the leader sets high standards of excellence and seeks continuous improvement. According to the purveyors of this leadership theory, leadership motivates followers when 1. the leader increase the number and kinds of payoffs 2. makes the path to the goal clear through coaching and direction 3. removes obstacles and road blocks 4. makes the work more satisfying.
Larry Spears
Servant Leadership
Robert Greenleaf (1970 and 1977) published a set of essays proposing a new type of leadership focused on the follower. That leadership type is servant leadership. Greenleaf's ideas on this new type of leadership did not truly catch on however until the mid-1990s when Larry Spears dissected Greenleaf's ideas. Spears gleaned from Greenleaf's writings 10 proposed characteristics of servant leaders: 1. Listening 2. Empathy 3. Healing 4. Awareness 5. Persuasion 6. Conceptualization 7. Foresight 8. Stewardship 9. Commitment to the growth of the people 10. Building community Since Spears delineated these characteristics in 1995, a host of leadership researchers postulated conceptual models of servant leadership. More impetus for discovering and promoting more ethical
forms of leadership was given in the aftermath of repeated ethical failures within large brand name organizations within the US in the first decade of the 21st century.
Transformational Leadership
Transformational Leadership has been the most widely researched form of leadership from the 1980s to 2011. Transformational leadership was first described by James McGregor Burns and then expounded upon by Bernard Bass. Burns wrote of this form of leadership in his important 1978 workLeadership in which he contrasts the characteristics of transformational leadership with transactional leadership. Transformational leadership refers to the process whereby an individual engages with others and creates a connection that raises the level of motivation and morality in both the leader and the
followers. Bass explained that transformational leadership was centered in the followers and motivates followers to do more than was expected by: 1. Raising followers' level of consciousness about the importance of organizational values and goals 2. Getting followers to transcend their own self-interest for the sake of the team or organization 3. Moving followers to address higher-level needs Bass, in his 1985 publication Leadership and Performance beyond Expectation,broke transformational leadership into four concepts including 1. Idealized Influence whereby the leader-supervisr acts like a role model of ethical behavior and gains respect and trust. 2. Inspirational Motivation whereby the leader communicates high expectations and inspires the crew to reach higher 3. Intellectual Stimulation whereby the follower-subordinates are stimulated to think outside the box, be creative and innovative