MAJOR LEADERSHIP THEORIES AND STYLES (explained with theories)

INTRODUCTION

                        The concept of leadership has an ambiguous status in organizational practice, as it does in organizational theory. In practice, management appears to be of two minds about the exercise of leadership. Many jobs are so specified in content and method that within very broad limits differences among individuals become irrelevant, and acts of leadership are regarded as gratuitous at best, and at worst insubordinate. With the aim of being able to explain the effectiveness of a leader in times of rapid organizational or environmental change, the concept of transformational leadership was drawn upon. This works talks about the various leadership theories and explains the three major leadership style

Leadership definitions

“The term leadership is a word taken from the common vocabulary and incorporated into the technical vocabulary of a scientific discipline without being precisely redefined”(Yukl, 2002:2). There exist numerous definitions of leadership, almost as many as there are scientists who work on the concept of leadership (Stogdill, 1974), trying to narrow this concept down in terms of traits, behaviors, influence, interaction patterns, role relationships, occupation of an administrative position, or attributions. Leadership can be define in the following ways:

 “the ability to step outside the culture … to start evolutionary change processes that are more adaptive” (Schein, 1992, p. 2)

“the process of making sense of what people are doing together so that people will understanand be committed” (Drath & Palus, 1994, p. 204)

Situational Leadership

In situational leadership, three factors affect the leader's decisions: the situation, the capability of the followers and the capability of the leader. The leader adjusts to whatever limitation is laid out in front of him by his subordinates and the situation itself. Adaptability is key here. The leaders need to be as dynamic as the different situations they are faced with. 

Beyond dominant leadership types and abilities, leaders also vary in their decision-making styles. There are three basic styles of leadership style authoritarian, democratic, and laissez-faire.

MAJOR LEADERSHIP THEORIES AND STYLES

While many different leadership theories have emerged, most can be classified as one of eight major types: with their leadership style

1.       “Great Man” Theories: Great Man theories assume that the capacity for leadership is inherent – that great leaders are born, not made. These theories often portray great leaders as heroic, mythic, and destined to rise to leadership when needed. The term “Great Man” was used because, at the time, leadership was thought of primarily as a male quality, especially in terms of military leadership.(Wagner 2008) . for example:

Authoritarian leaders Style

Make decisions on their own with no input from group members. Leaders who use authoritarian decision-making make all of the major group decisions and demand compliance from the group members. Authoritarian leaders typically make decisions on their own and tell other group members what to do and how to do it. Authoritarian leadership can be beneficial when a decision needs to be made quickly or when a project or situation is particularly stressful.

While authoritarian leadership can be beneficial at times, it is often the case that it's more problematic. This type of decision-making is easily abused, and authoritarian leaders are often viewed as bossy and controlling. Because authoritarian leaders make decisions without consulting the group, many group members may resent the leader because they are unable to contribute ideas. Autocratic leaders make decisions without consulting their team members, even if their input would be useful. This can be appropriate when you need to make decisions quickly, when there's no need for team input, and when team agreement isn't necessary for a successful outcome. However, this style can be demoralizing, and it can lead to high levels of absenteeism and staff turnover.

2.      Participative Theories: Participative leadership theories suggest that the ideal leadership style is one that takes the input of others into account. These leaders encourage participation and contributions from group members and help group members feel more relevant and committed to the decision-making process. In participative theories, however, the leader retains the right to allow the input of others. For example:

Democratic leadership style:The next type of leadership decision-making is democratic. Leaders who use democratic decision-making encourage group discussion and believe in decision-making through consensus. Democratic leaders still make the final decision, but do so only after carefully considering what other group members have said. Usually, their decision goes with the majority. Democratic leaders are generally the most popular. They make members of the group feel included and promote teamwork and creativity.

For example, think about King Arthur and his knights. Most of us are familiar with the famous round table, where all of the knights plus King Arthur would sit in equal status. They would discuss problems in the kingdom together and come to a consensus before King Arthur would take action.

While democratic leadership has been described as the most effective decision-making style, it does have a downside. The time that it takes to reach a group consensus can be crippling for a project. In order for every group member to be heard, discussion can last for a very long time. This can lead to frustration and sometimes even uncompleted projects. Democratic leaders make the final decisions, but they include team members in the decision-making process. They encourage creativity, and people are often highly engaged in projects and decisions. As a result, team members tend to have high job satisfaction and high productivity. This is not always an effective style to use, though, when you need to make a quick decision. Lewin's framework is popular and useful, because it encourages managers to be less autocratic than they might instinctively be.

3.      Relationship Theories: Relationship theories (also known as “Transformational theories”) focus upon the connections formed between leaders and followers. These leaders motivate and inspire people by helping group members see the importance and higher good of the task. Transformational leaders are focused on the performance of group members, but also want each person to fulfill his or her potential. These leaders often have high ethical and moral standards. This theory emphasize that the individual are capable of making their own decision by themselves (Kendra 2008). For example:

Laissez-Faire Leadership style

Laissez-faire, loosely translated, means 'to leave alone' in French. Therefore, leaders who use laissez-faire decision-making let the groups make their own decisions. They are only minimally involved, basically sitting back and letting the group function on its own. Laissez-faire is usually the least effective style of leadership decision-making. Laissez-faire   leaders give their team members a lot of freedom in how they do their work, and how they set their deadlines. They provide support   with resources and advice if needed, but otherwise they don't get involved. This autonomy can lead to high job satisfaction, but it can be damaging if team members don't manage their time well, or if they don't have the knowledge, skills, or self motivation to do their work effectively. (Laissez-faire leadership can also occur when managers don't have control over their work and their people.). Laissez-Faire (LF) is the avoidance or absence of leadership. In its extreme, nothing is transacted between the leader and the follower.

4.                  Trait Theories: Similar in some ways to “Great Man” theories, trait theory assumes that people inherit certain qualities and traits that make them better suited to leadership. Trait theories often identify particular personality or behavioral characteristics shared by leaders. But if particular traits are key features of leadership, how do we explain people who possess those qualities but are not leaders? This question is one of the difficulties in using trait theories to explain leadership. (Wagner 2008)

5.                  Contingency Theories: Contingency theories of leadership focus on particular variables related to the environment that might determine which particular style of leadership is best suited for the situation. According to this theory, no leadership style is best in all situations. Success depends upon a number of variables, including the leadership style, qualities of the followers, and aspects of the situation. (Wagner 2008)

6.                  Situational Theories: Situational theories propose that leaders choose the best course of action based upon situational variable. Different styles of leadership may be more appropriate for certain types of decision-making.

7.                  Behavioral Theories: Behavioral theories of leadership are based upon the belief that great leaders are made, not born. Rooted in behaviorism, this leadership theory focuses on the actions of leaders, not on mental qualities or internal states. According to this theory, people can learn to become leaders through teaching and observation. (Kendra 2008)

8.                  Management Theories: Management theories (also known as “Transactional theories”) focus on the role of supervision, organization, and group performance. These theories base leadership on a system of reward and punishment. Managerial theories are often used in business; when employees are successful, they are rewarded; when they fail, they are reprimanded or punished. (Kendra 2008)

In conclusion, theory X and Y simply group these various theories and styles into two:

Firstly, Theory X individuals are inherently lazy and unhappy with their jobs. Therefore, an authoritarian management style is required to ensure fulfillment of the individuals' objectives. These workers need close supervision with comprehensive systems of control and a hierarchical structure is needed with tight controls at every level. According to this theory, employees will show little ambition without an enticing incentive program, and will avoid responsibility.

While, Theory Y' managers assume employees can be ambitious, self-motivated and exercise self-control. Employees enjoy their mental and physical work duties and for them, work is as natural as play. They possess creative problem solving abilities, but their talents are underused in most organizations. 'Theory Y' managers believe that given the proper conditions, employees will learn to seek out and accept responsibility, exercise self-control and self-direction in accomplishing their objectives. A 'Theory Y' manager believes that, given the right conditions, most people will want to do well at work.

SUMMARY

As the Theory X is applicable in the authoritarian leadership style, the Theory Y is applied in the Leissaz faire leadership style. The most publicized concept is McGregor's thesis that leadership strategies are influenced by a leader's assumptions about human nature.