Leadership Theories

The Great Man Theory/ Trait Theories (1900-1940)

A. Great Man Theory
Assumptions
leaders are born and not made
Early researches in Greece mainly revolved around people, who were already great leaders and most often from the aristocratic family.

leaders arise when the situation calls for it

portrays great leaders as heroic, mythic, and destined to rise to leadership when needed like Eisenhower and Churchill, even Jesus, Mohammed, and Buddha

The Great Man Theory/ Trait Theories (1900-1940)

Termed Great Man because the great leaders were primarily males and had a manly quality, especially in terms of military

The Great Man Theory/ Trait Theories (1900-1940)

In order to be considered a Great Man , a person should possess both of the following behaviors:
Instrumental leadership
includes planning, organizing and controlling the activities of subordinates to accomplish goals includes obtaining and allocating resources.

Supportive leadership
socially oriented allows for participation and consultation from subordinates for decisions that may affect them

The Great Man Theory/ Trait Theories (1900-1940)

B. Trait Theories
a range of theories, which share the belief that all leaders are born with, or display certain key personality traits similar to the Great Man Theory such that people inherit certain qualities and traits that make them better suited to leadership identifies particular personality or behavioral characteristics shared by leaders

The Great Man Theory/ Trait Theories (1900-1940)

According to Mariner and Tomey, researchers identified the leadership traits as:

Energy Drive Enthusiasm Ambition Aggressiveness Self assurance Self confidence Friendliness Affection Honesty Fairness Loyalty

Dependability Technical mastery Teaching skill Intelligence Initiative Creativity Emotional maturity Communication skills Persuasiveness Perceptiveness Sociability

The Great Man Theory/ Trait Theories (1900-1940)

Assumptions:
People are born with inherited traits. Some traits are particularly suited to leadership. People who make good leaders have the right combination of traits.

Examples of Trait Theory

A. Stogdills traits associated with leadership (1974)
TRAITS SKILLS

Adaptable to situations Alert to social environment Ambitious and achievement-orientated Assertive Cooperative Decisive Dependable Dominant (desire to influence others) Energetic (high activity level) Persistent Self-confident Tolerant of stress Willing to assume responsibility

Clever (intelligent) Conceptually skilled Creative Diplomatic and tactful Fluent in speaking Knowledgeable about group task Organized (administrative ability) Persuasive Socially skilled

Examples of Trait Theory

B. McCall & Lombardo s Four Primary Traits by which leaders could succeed (1983):
1. Emotional stability and composure
Calm, confident and predictable, especially under stress.

2. Admitting error
Owning up mistakes, rather than covering it up.

3. Good interpersonal skills

Able to communicate and persuade others without resorting to negative tactics.

4. Intellectual breadth
Able to understand a wide range of areas, rather than having a narrow area of expertise.

Behavioral Theories (1940-1980)

Behavioral theorists identified determinants of leadership so that people could be trained to be leaders Theory looks at what the leaders actually do rather than look for a leader-type quality. Assumptions:
Leaders can be made, rather than are born.
leadership capabilities can be learned, rather than being inherent

Successful leadership is based in definable, learnable behavior.

Behavioral Theories (1940-1980)

Common leadership styles were isolated by Lewin (1951) and White and Lippitt (1960).
1. Authoritarian

found in very large bureaucracies most often used during crisis situations. strong control is maintained over the work group by the leader members are motivated by the leader Criticisms of the leader are usually penalizing flow of communication usually flows downward
decision making involves only the leader an emphasis in the I and you (status difference within the group).

There is high productivity within the group, but creativity, selfmotivation and autonomy are usually reduced.

Behavioral Theories (1940-1980)

2. Democratic
lesser control by the leader uses economic and egoistic awards to motivate makes constructive criticisms increases motivation and creativity within the group. The communication flow is up and down in the group
involves the group in planning, problem solving, and decision making, asks questions and makes suggestions rather than ordering around

works well when people have knowledge and skills, and work well together over time. on the other hand, very cumbersome and less efficient than the autocratic control since many people must be consulted.

Behavioral Theories (1940-1980)

3. Laissez-faire
permissive, nondirective, passive, and inactive places emphasis on the group disperses the decision making though-out the members motivates by support only when requested by the group or individuals does not criticize members work independently and possibly at cross purposes, because there is no planning or coordination and little cooperation. chaos is likely to develop unless an informal leader emerges. may work with very nature, autonomous workers, but is more likely to be inefficient and unproductive.