Module 05 Leadership Exploration Project - Sources of Power and Influence

THEORIES

DISTINCTIVE TRAITS

Great Man Theory

This theory makes an assumption that leadership is intrinsic in that great leaders are born but not made. This theory was popularized by Thomas Carlyle, a writer and a teacher. He believed that great leaders are those who are destined by birth to become a leader and furthermore, he believed that great leaders will rise when confronted with the appropriate situation. (Grinin, 2010)

Trait Theory

Trait leadership is defined as integrated patterns of personal characteristics that reflect a range of individual differences and foster consistent leader effectiveness across a variety of group and organizational situations (Zaccaro, Kerop, & Bader, 2004). The theory makes an assumption that people are born with inherited traits. In addition, it assumes that some traits are particularly suited to leadership. Furthermore, people who make good leaders have the right (or sufficient) combination of traits.

Behavioral theory

This theory assumes that leaders can be made rather than to be born. It also assumes that successful leadership is based on definable, learnable behavior. Behavioral theory is easy to develop as you simply assess both leadership success and the actions of leaders.

Contingency theory

The theory assumes that the leaders ability to lead is contingent upon various situational factors, including the leaders preferred style, the capabilities and behaviors of followers and also various other situational factors.

Transactional leadership

Transactional leadership is based in contingency, In that reward or punishment is contingent upon performance. The theory assumes that people are motivated by reward and punishment. Moreover, it assumes that social systems work best with clear chain of command. It also assumes that when people have agreed to do a job, a part of the deal is that they cede all authority to their manager. In addition, it assumes that the prime purpose of a subordinate is to do what their manager tells them to do.

Transformational leadership

The theory assumes that people will follow a person who inspires them. It also assumes that a person with vision and passion can achieve great things. In addition, it assumes that the way to get things done is by injecting enthusiasm and energy.

The essence of transformational leadership is that leaders transform their followers through their inspirational nature and charismatic personalities.

Theory

Arguments that support

Arguments that are against

Great man theory

William James argued the importance of Great man to the surrounding environment.

Herbert Spencer argued that attributing historical events to the decisions of individuals was a hopelessly primitive, childish ad unscientific.

Trait Theory:

Provide a strong correlation for aggregate behaviors.

Traits do a poor job of predicting behavior in every situation.

They require personal observation of one’s own behavior.

It only provides information on how an individual should behave but does not explain.

Behavioral theory

Support the fact that leadership traits can be learned though development and experience.

Just because people learn through behavior and experience does not mean they can practice it.

Lack of knowledge on how to use it in various cultural contexts.

Contingency theory

Grounded in empirical research

Emphasize the importance of a leader’s style and demands of different situations.

Difficult empirical testing

Reactive ad not proactive

Transactional leadership

It is easily achievable

Composed of a structure that is clear and precise.

Has undependable rules and policies

It does not encourage creativity

Transformational leadership

It is positively associated with employee outcome