1

Module 7: Application of Leadership Theories

Module 7: Application of Leadership Theories

Megan Miller

1 May 2020
2
Module 7: Application of Leadership Theories
Application of Leadership Theories

This paper will expand on the concept of eleven different leadership theories. Each theory

holds its own primary characteristics as well as its own strengths and weaknesses. In this paper I

also identify which theory I believe best describes my leadership style and evidence to support

this belief. Five leadership theories will be reviewed in greater detail including: transformational

leadership, servant leadership, behavioral theory, trait theory, and the leader-member exchange

theory. In addition, this paper will include a personal experience reflecting on the application of

one of these theories of leadership. Finally, the paper will conclude addressing my reflection to

the module seven activity, 200 top paid CEO reflection.

Overview of Leadership

The concept of leadership has been studied for thousands of years and many theories

have been developed relating to this concept. After reading through many of the theories

discussed in the textbook, Leadership Theory and Practice by Peter Northouse, I have come to

develop my own beliefs about leadership. I believe the basis of leadership is developing a

relationship between leader and follower where the leader puts forth effort to positively impact

his or her follower. A good leader is someone who shows establishes trust, shows genuine care,

and works as a guide alongside his or her followers to achieve an end goal. Good leadership is

essential to any business because it has a positive correlation to retention, engagement, and

employee performance.

Leadership Theories – Primary Characteristics

This next section includes a primary overview of the eleven different leadership theories

and practices discussed in the text, Leadership Theory and Practice by Peter Northouse. Each
3
Module 7: Application of Leadership Theories
section includes a brief introduction to the theory itself as well as three strengths and three

weaknesses.

Skills Approach

The skills approach to leadership places an, “emphasis on skills and abilities that can be

learned and developed” (Northouse, 2016, pg. 43). The skills approach to leadership believes

that people do not have to be born with specific innate abilities. Rather, they can focus on

learning and implementing a certain set of skills related to leadership

Strengths Weaknesses
Intuitively appealing, by describing leadership Considered to be lacking in predictive value,

as skills it makes it accessible to everyone does not support performance predictions

Provides a broad view of leadership including May be too broad expanding beyond the

problem-solving skills, social judgement scope of leadership study

skills, career experiences, individual

attributes, etc.
Offers a structure very consistent with the Difficult to differentiate between what some

majority of leadership development curricula may view as a trait and some may view as a

and training programs skill

Trait Approach

The trait approach to leadership, “is concerned with what traits leaders exhibit and who

has these traits” (Northouse, 2016, pg. 29). It is important to note that the trait approach believes

people are born, or inherit, certain traits that set them apart from others and distinguish

themselves as a leader.

Strengths Weaknesses
Century of research to back up this theory Does not take situations into account
Intuitively appealing, makes sense, the great Despite years of research, it fails to provide a
4
Module 7: Application of Leadership Theories
leaders who come to mind are often those we definitive list of leadership traits

deem ‘great, special, or gifted’

Provides benchmarks for what things to look Is not useful when training and developing

for when identifying a potential leader new leaders

Behavioral Approach

The behavioral approach to leadership focuses on how leaders combine task behaviors

and relationship behaviors to influence followers in their efforts to reach a goal. (Northouse,

2016, pg. 71). “It reminds leaders that their impact on others occurs through the tasks they

perform as well as in the relationships they create” (Northouse, 2016, pg. 80).

Strengths Weaknesses
First approach to expand beyond behaviors to Does not show how leaders behaviors are

include what leaders did and how they acted associated with performance outcomes
Explains a balance between task and Implies that the most effective leadership

relationship behaviors forming the core of approach is high-high which is likely not true

leadership process for every situation

Gives leaders a tool to assess their actions and Fails to find a universal approach to

determine how they want to improve leadership that’s effective in any situation

Situational Approach

The situational approach to leadership believes that different situations require different

kinds of leadership. Expanding on this, “being an effective leader requires that a person adapt his

or her style to the demands of different situations” (Northouse, 2016, pg. 93).

Strengths Weaknesses
History of usefulness in corporate leadership A lack of research promotes questions about

training and development programs the theory in general

Straightforward and easily applied in various Does not account for differences between
5
Module 7: Application of Leadership Theories
situations leader-follower demographics
Emphasizes leaders flexibility and ability to Does not address differences in one-to-one

adapt to their followers’ needs leadership vs. group leadership setting

Path-Goal Theory

The purpose of this leadership theory is, “to enhance follower performance and follower

satisfaction by focusing on follower motivation” (Northouse, 2016, pg. 115). This theory,

“emphasizes the relationship between the leader’s style and the characteristics of the followers

and the organizational setting” (Northouse, 2016, pg. 115).

Strengths Weaknesses
Provides theoretical framework outlining how Fails to completely explain the relationship

leadership behaviors influence follower between leadership behavior and follower

satisfaction and work performance motivation

Only leadership theory that includes a focus Very complex theory with many moving parts

on motivation of followers making it difficult to interpret

Practical model to follow to help followers Views leadership as a one-way event, the

overcome obstacles to their goals leader affects the follower and not vice versa

Leader-Member Exchange Theory

“LMX theory works by focusing our attention of the special, unique relationship that

leaders can create with others. When these relationships are of high quality, the goals of the

leader, the followers, and the organization are all advanced” (Northouse, 2016, pg. 145).

Strengths Weaknesses
Creates awareness for leaders and warns of Runs counter to the value of fairness, gives

letting conscious or unconscious bias appearance of discrimination to out-groups in

influence in vs. out group dyadic relationship

Only approach to address specific Theory is not fully developed and lacks
6
Module 7: Application of Leadership Theories
relationships between the leader and each explanation of the means relationships are

follower developed
Directs attention to the importance of Have not adequately explained contextual

communication in leadership factors that influence LMX theory

Transformational Leadership Theory

Transformational leadership, “is the process whereby a person engages with others and

creates a connection that raises the level of motivation and morality in both the leader and the

follower. This type of leader is attentive to the needs and motives of followers and tries to help

followers reach their fullest potential” (Northouse, 2016, pg. 162). As a whole the

transformational approach to leadership is, “concerned with emotions, values, ethics, standards,

and long-term goals. It includes assessing followers’ motives, satisfying their needs, and treating

them as full human beings” (Northouse, 2016, pg. 161).

Strengths Weaknesses
Widely researched from many different Researchers have not established that there is

perspectives an ability to actually transform individuals or

organizations
Treats leadership as a process that occurs Potential to abuse the level of influence with

between leaders and followers pseudo-transformational approach

Places a strong emphasis on followers’ needs, Some researchers question validity of MLQ in

values, and morals measuring transformational leadership

Authentic Leadership Theory

As a whole, the authentic approach focuses on leadership that is viewed as genuine and

‘real’. As a result of its complexity, the authentic approach was formulated and studied in regard

to two different areas – the practical approach to authentic leadership and the theoretical
7
Module 7: Application of Leadership Theories
approach to authentic leadership. The practical approach is described as, “the essential qualities

of authentic leadership and how individuals can develop these qualities if they want to become

authentic leaders” (Northouse, 2016, pg. 197). In the theoretical sense, authentic leaders,

“understand their purpose, they have strong values about the right thing to do, they establish

trusting relationships with others, they demonstrate self-discipline and act on their values, and

they are passionate about their mission” (Northouse, 2016, pg. 197).

Strengths Weaknesses
Fills an expressed need for trustworthy Not clear how authentic leadership results in

leadership in society positive organizational outcomes

Has an explicit ‘moral’ dimension Has not been tested for validity
Emphasizes that authentic values and Moral component of authentic leadership is

behaviors can be developed over time not fully explained

Adaptive Leadership Theory

The adaptive leadership theory places a big emphasis on empowering the followers.

Adaptive leaders, “engage in activities that mobilize, motivate, organize, orient, and focus the

attention of others” (Northouse, 2016, pg. 258).

Strengths Weaknesses
Stands out because it is a follower centered Very little empirical research to support the

approach theory
Use of leadership to help follower deal with Does not explain how the theory incorporates

conflicting values that emerge a moral dimension

Takes a process approach to the study of Criticized for being too wide range and

leadership abstract

Servant Leadership Theory

8
Module 7: Application of Leadership Theories
Servant leadership focuses on, “the behaviors leaders should exhibit to put followers first

and to support followers’ personal development. It is concerned with how leaders treat followers

and the outcomes that are likely to emerge” (Northouse, 2016, pg. 239).

Strengths Weaknesses
Unique way of making altruism the central Researchers have been unable to reach

component of leadership process consensus on definitive or theoretical

framework for the theory

SLQ (Servant Leadership Questionnaire) Mechanism of how influence functions in SL

proven as effective tool for research metrics is not explained in the approach
Counterintuitive approach to the use of Unclear why “conceptualizing” is included as

influence or power in leadership one of the behaviors in the model

Psychodynamic Leadership Theory

“The psychodynamic approach to leadership study and development focuses on the

dynamics of human behavior…” (Northouse, 2016, pg. 296). This approach, “defends the idea

that psychological, social and emotional processes between leaders and followers have a great

influence and need to be taken into consideration” (Northouse, 2016, pg. 305).

Strengths Weaknesses
Addresses the parts of organizational life such Much of the original research based on

as interpersonal communication, group clinical observation of the treatment of those

processes, social defenses, and organization- diagnosed with serious mental issues

wide neurosis
Involves in-depth and systemic investigation Does not lend itself to training in a

of a single person, group, event, or conventional sense

community
Emphasizes relationship between leader and Approach may fail to capture key structural

follower focusing on underlying drivers issues

9
Module 7: Application of Leadership Theories
Personal Leadership Style

I personally believe that the servant leadership style most accurately relates to my style of

leadership. I believe that the best leaders are the ones who show genuine care and are interested

in helping others versus developing their own personal success. Using my leadership skills, I

prefer to reach out to others, find out what they need or how I can support them, and then focus

on doing what I can to ensure they find success. I don’t need a parade or celebration for my

actions, but I desire to throw one heck of a celebration for those who I am able to help develop.

For example, this past week I had the privilege of creating content to use in our temporary virtual

aspiring leader training offerings. I was so excited for this opportunity not because it would be

my name on the training content, but rather because others would have the chance to grow their

leadership skills through the content I posted.

Three Leadership Theories that Resonate with Me

In this next section I have identified three leadership theories that resonate with me and I

will provide more detailed descriptions of each of them.

Transformational Leadership Theory

As a whole the transformational approach to leadership is, “concerned with emotions,

values, ethics, standards, and long-term goals. It includes assessing followers’ motives, satisfying

their needs, and treating them as full human beings” (Northouse, 2016, pg. 161). Often times

transformational is given a side-by-side comparison to transactional leadership. Transactional

leadership focuses on an exchange that occurs between the leader and their followers such as

when a teacher gives a student a grade, in exchange for a completed assignment.

Transformational leadership on the other hand, “is the process whereby a person engages with

others and creates a connection that raises the level of motivation and morality in both the leader
10
Module 7: Application of Leadership Theories
and the follower. This type of leader is attentive to the needs and motives of followers and tries

to help followers reach their fullest potential” (Northouse, 2016, pg. 162).

This theory resonates with me because it places a greater emphasis on the relationship

between the leader and the follower and not just the exchange that occurs between them. I

appreciate the relationship exchange and strive to exemplify leadership that is relationship driven

vs. transaction driven. For example, I know that I can provide a resource to a leader who I see

struggling with their leadership metrics and in exchange they will likely have higher metrics next

month. However, if I establish a relationship with this leader in addition to providing them a

resource they are more likely to reach out with any questions that may arise and in the long run

their leadership will grow to be more effective because I prioritized a relationship over a singular

resource.

Servant Leadership Theory

The theory of servant leadership is one that is near and dear to my heart. At work I serve

as the specialist on the Leadership Development Team where our primary training theory

includes servant leadership. Servant leadership as a whole is different in many ways than the

other theories we have studied. Servant leadership focuses on, “the behaviors leaders should

exhibit to put followers first and to support followers’ personal development. It is concerned

with how leaders treat followers and the outcomes that are likely to emerge” (Northouse, 2016,

pg. 239). It is important to note that servant leadership however is not something that occurs on

its own, but rather, “servant leadership works best when leaders are altruistic and have a strong

motivation and deep-seated interest in helping others” (Northouse, 2016, pg. 239). Opposing the

view of power and influence in other leadership theories, servant leadership theory suggests that

leaders, “should not dominate, direct, or control; but rather, leader should share control and
11
Module 7: Application of Leadership Theories
influence. To give up control rather than seek control is the goal of servant leadership”

(Northouse, 2016, pg. 239). To do this, the central model of servant leadership suggests there are

seven behaviors that servant leaders foster. These behaviors are conceptualizing, emotional

healing, putting followers first, helping followers grow and succeed, behaving ethically,

empowering, and creating value for the community. It is suggested that when servant leadership

is embraced, the outcomes at the individual, organizational, and societal level improve.

(Northouse, 2016, pg. 238).

Skills Leadership Theory

Contrary to the trait approach to leadership, the skills approach places an, “emphasis on

skills and abilities that can be learned and developed” (Northouse, 2016, pg. 43). The skills

approach to leadership believes that people do not have to be born with specific innate abilities.

Rather, they can focus on learning and implementing a certain set of skills related to leadership.

Researcher, Robert Katz, developed what became known as the Three-Skills Approach to

leadership. He summarized the skills approach as having three types of skills: technical skills,

human skills, and conceptual skills. He further expanded on that by categorizing the level of each

skill required to be successful at various levels of management: supervisory management, middle

management, and top management (Northouse, 2016, pg. 46). “It is important for leaders to have

all three skills; depending on where they are in the management structure, however, some skills

are more important than others are” (Northouse, 2016, pg.46). This approach has since been

modified and expanded, however, as a whole, the skills approach to leadership can be used as a

map explaining how to reach effective leadership in an organization, specific to the level needed.

The skills theory is relatable to my current place of employment and I think that is why it

resonated with me closely. I am a part of the Leadership Development Team and our primary job
12
Module 7: Application of Leadership Theories
is to train and provide support to the leaders within our company. These leaders vary in skill

level and managerial level within the company. When considering creating trainings I believe the

three-skill model will be incredibly useful to apply as team lead level leadership needs to be

much more heavily focused on the day to day technical and human skills within their teams,

although it is important that they have a general understanding of the company operations as a

whole. Moving up to AVP level leadership, these leaders truly need to be well versed and have a

solid understanding of it all. They are still working in the day-to-day technical arena, but they

also work closely with the executive team and it is important that they have the knowledge and

understanding of the zoomed-out view with the conceptual skills. Finally, we relate this to senior

level leadership who are often times so far removed from the day-to-day duties that it is okay for

them to have limited skills in regard to the technical side of operations. For this level, it is much

more important for them to demonstrate proficiency with conceptual skills in order to provide

effective leadership.

Two Leadership Theories that Do Not Resonate with Me

In this next section I have identified two leadership theories that do not resonate with me

and I have provided more detailed descriptions of each of them.

Trait Leadership Theory

“In the early 20th century, leadership traits were studied to determine what made certain

people great leaders” (Northouse, 2016, pg. 19). When studying these traits, researchers focused

on pinpointing, “innate qualities and characteristics possessed by great social, political, and

military leaders” (Northouse, 2016, pg. 19). Early in their studies, it was believed that there were

specific qualities that ‘great’ leaders were born with that would then set them apart from the rest.

The trait approach has been modified throughout the years, and various surveys have been
13
Module 7: Application of Leadership Theories
created to assess one’s leadership traits. In this module we spent time completing the LTQ, or

Leadership Trait Questionnaire. This questionnaire, “quantifies the perceptions of the individual

leader and selected observers, such as subordinates or peers. It measures an individual’s traits

and points the individual to the areas in which that individual might have special strengths or

weaknesses” (Northouse, 2016, pg. 37). The use of trait assessments, such as the LTQ, can

provide invaluable information not only on a personal level, but also to supervisors or managers.

Upon receiving this information, supervisors can talk through their employees’ specific strengths

and weaknesses while providing them with coaching on their overall leadership effectiveness.

My greatest frustration with this theory is the explicit inability for leaders to grow, adapt

and become great leader over time. With the trait theory it is emphasized that people are either

born with or without these traits and they are not something that can be learned over time. I

highly disagree with this concept and I’m a firm believer in the idea of continuous improvement.

If I were judged on my leadership abilities when I was in elementary school, I would be an awful

leader in comparison to the leader I am now. That is because I have adapted my approach over

time, and I have altered how I display my leadership skills. Because that is not part of this

theory, I find that it does not resonate with me.

Authentic Approach

The authentic approach to leadership is a complex process that continues to be difficult to

define and characterize. As a whole, the authentic approach focuses on leadership that is viewed

as genuine and ‘real’. As a result of its complexity, the authentic approach was formulated and

studied in regard to two different areas – the practical approach to authentic leadership and the

theoretical approach to authentic leadership. In all honesty, this approach simply confused me. I

struggled to understand this approach as a whole and therefore, do not feel like it applies to my
14
Module 7: Application of Leadership Theories
preferred style of leadership. I do appreciate how the authentic approach focuses on

characteristics that leaders can develop, but as a whole, I had a difficult time understanding how

authentic leadership can be applied because their isn’t a big focus on the relationship between

leader and follower. The relationship between leader and follower is something that I believe to

be foundational for an effective leadership theory so that increased my distaste and confusion

when trying to understand this theory.

Activity #1: Work/Personal Experience

I especially enjoyed the study of transformational leadership and I’ve found myself applying

different parts of the theory in my life both personally and professionally. I finished a class

during the fall semester that utilized Kouzes and Posner’s, The Leadership Challenge, as the

textbook. I absolutely fell in love with this book and have since shared it with many of my

coworkers and have ordered multiple copies to house in our leadership library at work. I think

the reason that I enjoyed the study of transformational leadership so much, both in this class and

the one from last fall, is because it is applicable, relevant and the approach that we incorporate

into many of the leadership trainings we conduct at work. During our aspiring leader 10-week

course titled, EMERGE, we share many messages relating to the concept of transformational

leadership. Specifically, about modeling the way for others through example and inspiring a

shared vision. If a team member has a great idea or best practice to share, they shouldn’t keep it

to themselves; but instead they should be crafting that vision and inspiring others to do the same.

We place a huge emphasis on sharing success with one another through the sharing of best

practices and open communication.

15
Module 7: Application of Leadership Theories
If we focused on the trait approach instead throughout the EMERGE class, we would be

forced to determine whether or not someone had a specific trait. If they didn’t have that trait, we

would be put into a position to deem them unworthy of a leadership role.

Activity #2: Top CEO Reflection

Scrolling through the list of the 200 Highest Paid Chief’s of 2014 was honestly

infuriating. There were so few women that it was easy to scroll right past the few that made the

list. In addition, the vast majority of that list isn’t just men; rather it can be further described as

white, middle-aged men. In fact, as I analyzed the list, I came to realize that 43 of the 200 names

on the list included men by the names of (or variations of the names) Steve, John, David, Robert

or James. That means over twenty percent of the executives on that list are named one of five

names! Reading this list made the gender inequality in leadership even more real. My eyes have

been opened and as a woman, it is part of my responsibility to advocate for the leadership rights

and opportunities of women.

Conclusion

This class provided an incredibly broad overview of eleven different theories relating to

the study of leadership and was culminated with the completion of this paper. Each theory we

covered holds its own primary characteristics as well as its own strengths and weaknesses.

Throughout this learning journey I had the opportunity to explore my own leadership abilities

and decipher which theory I related to most. Although leadership has been studied for thousands

of years and many theories have been developed relating to this concept, I was able to develop

my own understanding and beliefs relating to leadership. Standing firm on my belief that the

basis of leadership is developing a relationship between leader and follower where the leader

puts forth effort to positively impact his or her follower, a good leader is someone who shows
16
Module 7: Application of Leadership Theories
establishes trust, shows genuine care, and works as a guide alongside his or her followers to

achieve an end goal.

Reference:

Highest-Paid Chiefs in 2014. (2015, May 16). Retrieved from

https://www.nytimes.com/interactive/2015/05/14/business/executive-compensation.html

Northouse, P. G. (2016). Leadership: theory and practice. Los Angeles: Sage.