There are more leadership theories than you can imagine. Theories have evolved from “Great Man” and “Trait” theories to “Transformational” leadership, each with a different set of dynamics, contexts, and approaches.
Early theories tend to focus on the characteristics and behaviors of successful leaders, while later theories consider the role of followers and the contextual nature of leadership.
Here’s an overview of leadership theories, but first here are 2 quick questions for you: (1) see if you can spot which applies to Genghis Khan and which applies to Mother Teresa; and (2) try to figure out which of these theories best describes the style you think would be most appropriate for leading your change initiative.
(1) The Great Man Theory – this was based on the belief that leaders are exceptional people, born with leadership qualities and are destined to lead. This theory reflects the male-oriented view of leadership that has prevailed until the late 20th century.
(2) Theory of traits – is based on an extensive list of all the qualities or traits associated with leadership.
(3) Behavioral theories – Focus on what leaders really do rather than on their qualities. Their different behavior patterns are observed and categorized as leadership styles.
(4) Situational leadership – sees leadership as a specific situation – where the leadership style is adapted to the requirements of the context in which it is exercised.
(5) Contingency theory – is a development of situational theory – focusing on situational variables that will determine the most appropriate or effective leadership style to adapt to the specific circumstances at that time.
(6) Transactional Theory – emphasizes the importance of the transaction – or relationship – that takes place between the leader and the led. It focuses on the perceived mutual benefits derived from that relationship in which the leader grants favors in the form of tangible and intangible rewards in exchange for commitment, loyalty, or dedication. [at least] consent of his followers.
(7) Theory of Transformation – The central concept here is change and the role of leadership in envisioning and implementing organizational performance transformation.
(8) Servant Leadership – emphasizes the duty of leaders to serve their followers – leadership thus arises from the desire to serve rather than the desire to lead. It is a practical philosophy that supports people who choose to serve first and then lead as a way to expand service to individuals and institutions. It fosters collaboration, trust, foresight, listening, and the ethical use of power and empowerment.
(9) Dispersed leadership – ‘informal’, ’emerging’ or ‘dispersed’ leadership, this approach argues for a less formalized leadership model where the role of leaders is dissociated from the organizational hierarchy. People at all levels of the organization and in all roles can exert leadership influence over their colleagues and thus influence the overall leadership of the organization.
(10) Primordial leadership – Refers to the emotional dimension of leadership. The articulation of a message that resonates with the emotional reality of your followers, with their sense of purpose, and thus move people in a positive direction.
I know that it is now fashionable and politically correct to vote for theories 6 to 10, and that for many years it has been fashionable to assume that inherited traits were much less important than learned and situational factors in people who play leadership roles. . However, science and the study of behavioral genetics are gradually refocusing attention on the fact that our genes and our inherited traits and characteristics have much more to do with what has been assumed or accepted for several decades.
So I have to say that the latest research on genetics seems to indicate what I have believed for a long time, namely that leaders are born, not made, so I would go for an element of theory 1 with Genghis Khan. I’m not sure how appropriate Mother Teresa’s number 8 style is for a business setting. But maybe the elements of this are covered in 7 and 10?
Clearly, there are strengths in all types of leadership, but in the current turbulent climate, I will personally nail my colors to the mast and select a combination of type 7 and 10, because both transformational and paramount leadership qualities apply in managing change. . they are ideally suited to the holistic, long-sighted perspective of a program-based approach to change management and, as such, would form key elements of successful change management strategies.
And, to ensure that you are employing successful strategies to manage change: that are appropriate for your organization – you need to know how to apply: (a) these transformational and primal leadership styles, AND (b) how to apply the processes based on supporting program management, which will ensure you avoid the catastrophic failure rate of ALL leadership initiatives. business change.