Leadership Theories :
Traditional vs. Current
Leadership theories define leadership, for better understanding by leaders and those under them. They have been, historically, moulded by societal structure and cultural norm and undergone change over the years. We looked into traditional AND current leadership styles and theories as part of our research, along with how they affect work ethic.
Traditional Theories
Great Man & Trait
The Great Man Theory, which can be traced back to the late nineteenth century, suggests the history of the world has been shaped by great men who possessed innate qualities and the ability to achieve social change through it. The individual’s gift for leadership can only be demonstrated if it aligns with the environment, in question. Therefore, different environments require differently gifted individuals. The trait theories provide similar arguments to the ones in the great man theories. In addition, Stodgill(1948) also pointed out that the expression of a set of traits would be limited by the expectations or needs of the group following the leader. Trait theorists suggest a set of traits required for leadership, such as socially skilled, self-confident, energetic and cognitive skills.
Behavioural Theories
This approach to leadership emerged towards the middle of the twentieth century, with several researchers ideating their opinions and findings into theories. Likert (1961) concluded that leadership is a teachable phenomenon, and that a leader’s preferred choice of leadership behaviour is an extension of his orientation toward his employees or the tasks. McGregor(1960) supplements this argument by stating that this approach is bolstered by a leader’s positive/negative assumptions about his employees.
Transactional Leadership
Transactional leadership theory derives its roots from the assumption that a leader and his subordinates are in a mutually dependent relationship (Kellerman, 1984). The theory states that a leader offers something of value to his or her employees, who, in turn, have something of importance to offer to their superior.
Transformational Leadership
This theory asserts that a leader and his followers take part in a mutually beneficial relationship that fosters the improvement of both parties. A leader, in the given context, is supposed to inspire his subordinates and allot to them meaningful work that induces social and personal change.
Current Theories
As new work structures come into being, there has been an onslaught of new styles of leadership, adopted to great success in different use cases. To state an example, the pandemic has highlighted the importance of a virtual work environment, thereby making the concept of E-leadership more important than it has ever been.
In a similar context, our research outlines a few more recent leadership styles that have witnessed popularity in recent times, and have been widely adopted by present-day leaders.
Strategic Leadership
An important structure in situations liable to uncertainty and quick changes, a strategic leader must possess the qualities required to handle situations with flexibility, ease and dexterity. Coined by Davies and Davies (2004), this theory bases its theoretical concept on the idea that a leader ought to be able to think on his/her feet. Strong organizational skills are a prerequisite, as is the ability to be adaptable.
Global Leadership
A by-product of the cross-cultural practices that emerged after WW2, global leadership endorses a multicultural approach to leading an organization. The continuous internationalization of the economy (Bird and Mendenhall, 2016) is another important factor contributing to the advent of this idea, that defines a global leader as an entity which has global responsibility over anything that classifies as a business activity. Joniken (2005) provided a guide into three different types of global leadership competencies. 1.Core competencies - Personal awareness, curiosity and transformation. 2.Mental competencies - Social judgement, empathy, self-regulation, self-regulation and motivation. 3.Behavioural competencies - knowledge, international experience, social and networking skills.
Shared Leadership
The idea that leadership is not the responsibility of one individual alone is radical, and chooses to allocate a sense of accountability to every member of the team, thereby putting the main focus on the team, and not any individual (Kocolowski, 2010). Information and strategic directions are shared, with decision-making relying on a consensus.
Complexity Leadership
Complexity Leadership Theory highlights organizational and entrepreneurial systems as the two main points of focus for all organizations (Uhl-Bien, 2007). The operational system comprises formality, standardization & business performance, while entrepreneurial systems prioritize innovation, learning and growth (Best, 2014). Bringing the two systems together in a cohesive manner helps foster a spirit of innovation and growth.
Authentic Leadership
A style of leadership in which leaders lead in a way that is consistent with their personalities, values and personal convictions (Zhang, 2012). This leads to a leadership style that is customizable and varies from person to person. Scholars have supported the theory by asserting that factors such as hope, optimism and confidence in a leader have a positive effect on his or her subordinates (Walumba, 2008).
Servant Leadership
Greenleaf (1977) characterized the servant leadership theory as one where the urge and motivation to serve comes first. Conscious subsequence leads to the aspiration to lead where ethics, virtues and values play an important role.
Team Leadership
The person in a team who assumes the responsibility of ensuring that the team needs are met is called the “team leader”. The needs depend on the current phase of the team (Zaccaro, 2001). Phases are classified into transition and action. In the transition phase, team leaders are encouraged to focus on general organization. Defining clear objectives for the team, allotting responsibility with conviction and a procedural schedule-these are some examples of good team leadership. The action phase is, as already implied, action-oriented. The leader needs to monitor, delegate, coordinate, coach and communicate.
