Leadership Theories

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EasyNotes4U April 4,
2019

LEADERSHIP THEORIES
GREAT MAN THEORY (1840s)

The Leadership Theories – Great Man theory evolved around the mid 19th century. Even
though no one was able to identify with any scientific certainty, which human characteristic
or combination of, were responsible for identifying great leaders. Everyone recognized that
just as the name suggests; only a man could have the characteristic (s) of a great leader.

The Great Man theory assumes that the traits of leadership are intrinsic. That simply means
that great leaders are born… they are not made. This theory sees great leaders as those who
are destined by birth to become a leader. Furthermore, the belief was that great leaders will
rise when confronted with the appropriate situation. The theory was popularized by

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Thomas Carlyle, a writer and teacher. Just like him, the Great Man theory was inspired by
the study of influential heroes. In his book “On Heroes, Hero-Worship, and the Heroic in
History”, he compared a wide array of heroes.

In 1860, Herbert Spencer, an English philosopher disputed the great man theory by
affirming that these heroes are simply the product of their times and their actions the
results of social conditions.

TRAIT LEADERSHIP THEORIES (1930’s – 1940’s)

Trait theory seeks to determine universal personal characteristics of effective leaders.

Numerous physical, mental, and personality traits were researched during the period from
1930 to 1950. Leaders were characterized by a wide variety of traits ranging all the way from
neatness to nobility. In the late 1940s, Ralph Stogdill reported on the basis of at least fifteen
studies that leaders possess intelligence, scholarship, dependability in exercising
responsibilities, activity and social participation and socio-economic status. He also found
traits such as sociability, persistence, initiative, knowing how to get things done, self
confidence, alertness, insight, cooperativeness, popularity, adaptability and verbal facility in
ten leadership studies. Persons who are leaders are presumed to display better judgment
and engage themselves in social activities. The study of the lives of successful leaders
reveals that they possessed many of these traits.

Trait studies have not produced clear results because they do not consider the whole
leadership environment. Personal traits are only a part of the whole environment. Though a
certain trait exists, it will not become active until a certain situation calls for it. Thus, there is
no sure connection between traits and leadership acts. Leadership is always related to a
particular situation. A person may prove successful in one situation due to some traits, but
may fail in another situation. Another shortcoming of the trait theory is the failure of its
supporters to formulate a common list of traits found in all successful leaders. For instance,
good health is desirable in many leadership situations, but there are also successful leaders
in other situations that do not enjoy good health.

BEHAVIOURAL LEADERSHIP THEORIES (1940’S – 1950’S)

Success in leadership depends more on what the leader does than on his traits. The
behavioural approach is based on the premise that effective leadership is the result of
effective role behavior. There is a dynamic interaction between the leader and the followers,
and leaders produce different styles while dealing with the workers.

Many behavioural scientists have attempted to identify appropriate behavioural patterns of

leadership styles. Some of the important contributions in this regard include Ohio State
Studies, Michigan University Studies and Managerial Grid of Blake and Mouton. The

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behavioural scientists don’t concentrate on the traits of leaders; rather they study the
activities of leaders to identify their behavioural patterns.

CONTINGENCY THEORY (1960’s)

The contingency leadership theory argues that there is no single way of leading and that
every leadership style should be based on certain situations, which signifies that there are
certain people who perform at the maximum level in certain places; but at minimal
performance when taken out of their element.

To a certain extent contingency leadership theories are extensions of the trait theory, in the
sense that human traits are related to the situation in which the leaders exercise their
leadership. It is generally accepted within the contingency theories that leader are more
likely to express their leadership when they feel that their followers will be responsive.

TRANSACTIONAL LEADERSHIP THEORY (1970’s)

Transactional theories, also known as exchange theories of leadership, are characterized by

a transaction made between the leader and the followers. In fact, the theory values a
positive and mutually beneficial relationship.

For the transactional theories to be effective and as a result have motivational value, the
leader must find a means to align to adequately reward (or punish) his follower, for
performing leader-assigned task. In other words, transactional leaders are most efficient
when they develop a mutual reinforcing environment, for which the individual and the
organizational goals are in sync.

The transactional theorists state that humans in general are seeking to maximize
pleasurable experiences and to diminish un-pleasurable experiences. Thus, we are more
likely to associate ourselves with individuals that add to our strengths.

TRANSFORMATIONAL THEORY (1970’s)

The Transformational Leadership theory states that this process is by which a person
interacts with others and is able to create a solid relationship that results in a high
percentage of trust, that will later result in an increase of motivation, both intrinsic and
extrinsic, in both leaders and followers.

The essence of transformational theories is that leaders transform their followers through
their inspirational nature and charismatic personalities. Rules and regulations are flexible,
guided by group norms. These attributes provide a sense of belonging for the followers as
they can easily identify with the leader and its purpose.

SITUATIONAL THEORY

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This theory advocates that leadership is strongly affected by the situation from which a
leader emerges and in which he works. It is based on the assumptions that there exists an
interaction between a group and its leader and that people tend to follow the person
(known as leader) who is capable of fulfilling their aspirations. Thus, leader is a means of
achieving the goals of the group and the members. The leader recognizes the needs of the
situation and then acts accordingly.

The focus in the situational approach to leadership is on observed behavior and not on any
hypothetical inborn or acquired ability or potential for leadership. In other words, the
emphasis is on the behavior of the leaders and their followers and the type of situation. In
other words, a person becomes a leader not only because of his personal attributes, but
also because of various situational factors and the interactions between the leader and the
group members.

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