anTHEORIES OF LEADERSHIP

--Behavioural theory
The behavioural leadership theory focuses on how leaders behave, and assumes that these traits
can be copied by other leaders. Sometimes called the style theory, it suggests that leaders aren’t
born successful, but can be created based on learnable behaviour.

The behavioural theory has many advantages, primarily that leaders can learn and decide what
actions they want to implement to become the kind of leader they want to be. It allows leaders
to be flexible and adapt based on their circumstances. Another great benefit of this leadership
style is that it suggests anyone is capable of becoming a leader.
Some disadvantages of the behavioural theory are that while it allows flexibility, it doesn’t
directly suggest how to behave in certain circumstances. There are dozens of leadership styles
that stem from the behavioural theory, but there isn’t a right one for every circumstance.

--Contingency theory.
The contingency leadership theory, sometimes called situational theory, focuses on the context
of a leader. These theories look at the situational effects of the success or failure or a leader. A
leader’s effectiveness is directly determined by the situational context. While a leader’s
personality is a small factor in their success, the most important factor is the context and
situation of the leader. This theory takes the specific leadership styles and suggests that good
leaders can adjust their leadership [style situationally. It also suggests that it may be best to find
the right kind of leader for a specific situation. Types of contingency theories include the
Hershey and Blanchard’s Situational Theory, the Evans and House Path-Goal Theory, and
Fiedler’s Contingency Theory.

The contingency theory has great advantages, including that leaders are able to be effective no
matter their situational context. However, this theory does have criticism suggesting that there
isn’t enough detail that goes into the context of any situation. Contingency theory focuses on
the importance of a situation, but may not focus enough on the psychology of the employees
or the company itself. It also may not focus enough on how leadership styles can change over
time.

There are internal and external factors that impact a leader and their situation. The type of
company, the size of the team, and the innate leadership style of an individual are internal
factors. External factors may include the customer feelings and the marketplace. All of these
situations play a factor into the contingency theory.
--Great Man theory.

The great man theory of leadership, sometimes called the trait theory, suggests that good leaders
are born. They have innate traits and skills that make them great, and these are things that can’t
be taught or learned. The trait theory suggests that leaders deserve to be in their position
because of their special traits.

There is a great amount of criticism for the trait theory, mainly that leaders are either born or
not, that there isn’t work or effort that is needed to be put in so you can become a leader. This
suggests that social or psychological leaders are predetermined and that leaders are unable to
come from the shadows—they are either chosen or not. There is also criticism that most of the
traits associated with this theory are inherently masculine, and don't match the real psychology
of good leaders.

People cite Abraham Lincoln, Alexander the Great, Queen Elizabeth I, and many others as their
examples of the great man theory. These social giants utilized their skills to lead nations. High
levels of ambition and determination are usually seen in leaders that appear to bring this theory
to life. Today, leaders that climb to the top may view their traits and abilities as part of the
“great man” theory. So it may appear that leaders get to their position based on their inherit
gifts.

--Management theory.
The management theory is sometimes called transactional leadership, and focuses on
supervision, organization, and group performance. Transactional leadership is a system of
rewards and punishments, and transactional leadership is regularly used in business. When
employees do something successful, managers reward them. When they fail, they may get
punished. Transactional rewards and punishments are given based on the idea that people really
only do things for the reward. Their psychology doesn't allow human beings to do things out
of goodness, but rather out of the promise of a reward.

The management leadership style can be extremely effective.

--Participative theory.
Participative leadership isn’t as common in the corporate world. Sometimes called democratic
leadership, this leadership theory suggests that employees be directly involved in decision
making in their organization. The leader simply facilitates a conversation and then takes all the
suggestions, and comes up with the best possible action. In this theory, everyone is very
involved with decisions for the team and organization, with the leader simply helping direct
the charge.

--Power theory.
This theory looks at the way a leader utilizes their power and influence to get things
accomplished. It looks at positional power and personal power and how they impact leaders
choices and outcomes.

This theory may appear to be highly effective—leaders with great power may seem highly
efficient and get things done quickly. However, most employees don’t appreciate power
leadership. They want a leader who doesn’t wield power over them, but works with them and
encourages them. Thus the greatest criticism of this theory is that it doesn’t reach the end goal
of inspiring and encouraging employees, but rather makes them feel dominated.

--Relationship theory.
The relationship theory of leadership focuses on leaders who are mainly concerned about their
interactions with others. They are often mentors for employees, scheduling time to talk to them
and working to meet their needs. These kinds of leaders are focused on making work enjoyable
for as many people as possible, and they want to foster a positive work environment. Studies
show that this kind of leadership behavior can be the most effective for many employees.
Relationship-oriented managers often get better results from their employees.

There are many advantages to this kind of leadership. Employees feel confident in their leader
and want to follow them. They are also inspired to be good leaders to others. Mentorship
provides great opportunities to foster growth in employees, and encourages them to stay at the
organization for a longer period of time. There are some critics for this kind of leadership
however, including thoughts that relationship driven leaders may be unwilling to view
employees who are causing problems at face value, they can let relationships get in the way of
work, and they can be guided to favor people over productivity. However, most experts agree
that relationship driven leaders are actually more effective at the end of the day.

An example of relationship theory would be a manager who takes a newer employee under her
wing. She works to help this employee understand how they fit within the organization,
encourage them to be open about questions and problems, and create a positive working
relationship. This employee then is encouraged to work hard, point out issues, and help solve
problems for the company.