Leadership Taxonomy

Introduction There a numerous lead theories that help manage a successful business. These theories include techniques that subscribe to been substantial and constantly improving since 1888. Theorists such as Thomas Carlyle, Kurt Lewin, and James Kouze, have developed characteristics they believe will shape the leading of tomorrow. These characteristics atomic number 18 incorporate together to create theories based on personality, human relationships, and developmental trends. The following will provided an organized overview of ten theorists and the characteristics they believe to develop successful leaders. Theorist Theory title Theory Characteristics Year Thomas Carlyle Great humanity According to this theory, youre either a natural born leader or c. 1888 youre not. The term Great Man was used because, at the time, lead was thought of primarily as a male quality, especially in terms of military leadership. (About, 2011) The Great Man leadership the ory became more prevalent during the 19th century and was developed from the success of several famous leaders. A famous quote that sums up this theory is huge leaders are born, not Made. (Changing Minds, 2011) Cherry, K. (2011). The Great Man Theory of lead. In About. Retrieved October 2, 2011, from http//psychology. about. com/od/leadership/a/great-man-theory-of-leadership. htm Straker, D. (2011). Great Man Theory.In Changing Minds. Retrieved October 2, 2011, from http//changingminds. org/disciplines/leadership/theories/great_man_theory. htm Gordon Allport Personality feature Theory The trait approach to personality is one of the major theoretical c. 1936 areas in the study of personality. The trait theory suggests that individual personalities are composed broad dispositions. (About, 2011) Allport discovered that there are more then 4,000 words to describe personality traits.Allport categorized those traits into three different levels, Cardinal, Central and unessential traits. Cardinal traits were characterized as traits that dominate an individuals whole life.Central traits are general characteristics of an individual personality that would affect their leadership quality. Terms such as intelligent, honest, shy and anxious are considered important traits. (About, 2011) Secondary traits reefers to attitudes or preferences that appear in certain situations or from the result of a specific circumstance. Cherry, K. (2011). Trait Theory of Personality. In About. Retrieved October 2, 2011, from http//psychology. about. om/od/theoriesofpersonality/a/trait-theory. htm Cherry, K. (2011). lead Theories 8 Major Leadership Theories. In About. Retrieved October 2, 2011, from http//psychology. about. com/od/leadership/p/leadtheories. htm Kurt Lewin Lewins leadership styles Lewins developed three leadership styles, autocratic, democratic c. 1939 style and Laissez-Faire style. In the autocratic style, the leader takes terminations without consulting with others. The determination is made without any determine of consultation.In Lewins experiments, he instal that this caused the most level of discontent. (Changing Minds, 2011) The autocratic style is used when the result from a decision would not change if it had the input from others. In the democratic style, the leader involves the throng in the decision-making, although the process for the final decision may vary from the leader having the final say to them facilitating consensus in the group. (Changing Minds, 2011) The democratic style is a group decision making process. This style usually opens it up for individuals to voice their opinions and can create adversity and problems. The laissez-faire style is to minimize the leaders involvement in decision-making, and hence allowing batch to make their own decisions, although they may still be responsible for the outcome. (Changing Minds, 2011) When individuals are motivated to make their own decisions and there is no need for a central coordination, the laissez-faire style would be best suited for that situation. Straker, D. (2011). Lewins leadership styles. In Changing Minds. Retrieved October 2, 2011, from http//changingminds. org/disciplines/leadership/styles/lewin_style. htm F. E.Fiedler Least Preferred Co-worker Leaders prioritize betwixt task- center and people-focus. c. 1964 (LPC) Theory Relationships, power and task structure are the three key factors that drive effective styles. ( Changing Minds, 2011) Fiedler used a scoring system to be able to determine if that leader would work with that person again. High LPC leaders tend to have close and positive relationships and act in a validating way, even prioritizing the relationship before the task. Low LPC leaders put the task first and will turn to relationships only when they are satisfied with how the work is going. (Changing Minds, 2011) trinity identifying factors Leader-Member Relations Task structure Leaders Position-power Straker, D. (2011). . In Changing Minds. Retrieved October 2, 2011, from http//changingminds. org/disciplines/leadership/theories/fiedler_lpc. htm Rensis Likert Likerts leadership styles Likerts four style of leadership were developed around decision c. 1967 making and how much people are involved in the decision making process. Likerts four styles are exploitive authoritative, benevolent authoritative, consultative, and participative. The Exploitive authoritative style is a style where the leader has low- no concern on how their actions will psychologically affect people. This style is based off of fear and threats in redact to accomplish the task at hand. The Benevolent authoritative style is a complete opposite of the Exploitive authoritative style.This style involves higher ranked leaders in an organization listening to the concerns of individuals lower in the organization. The consultative theory is focused on still listening to the upward flow of information, but slackly decisions are still centrally made. The participative theorys where leaders maximize methods to engage with people lower down in the organization in the decision-making process. Straker, D. (2011). Likerts leadership styles. In Changing Minds. Retrieved October 2, 2011, from http//changingminds. org/disciplines/leadership/styles/likert_style. htm D. J.Hickson Strategic Contingencies The strategic contingencies theory states that if a person doesc. 1971 Theory no they charisma but that person possesses the ability to realise problems they still can be a effective leader. The theory helps to objectify leadership techniques, as opposed to relying on personalities. (Leadership-Central, 2011) Strategic Contingencies Theory (2011). In Leadership-central. Retrieved October 2, 2011, from http//www. leadership-central. com/strategic-contingencies-theory. hypertext markup languageaxzz1ZeSf2sGc Dr. Paul Hersey, Situational Leadership Hersey and Blanchard leadership model was developed into four stylesc. 972 Ken Blanchard Model (S1 to S4) to match the employee development level (D1 to D4). Leaders should adapt their style to participator development style (or maturity), based on how ready and willing the follower is to perform required tasks (that is, their competence and motivation). (Straker, 2011) Style one is Telling/Directing which is intentional for an employee at a D1 level. This employee is a t a low competence, low commitment level to the company. Style two is Selling/ Coaching which is designed for a employee at a D 2 le vel. This employee has some competence and a variable commitment to his/her position. Style three is Participating/ Supporting which is designed for an employee at a D3 level.This employee has high competence but still a variable commitment to his/her position and the company. Style four is Delegating/ Observing which is designed for a employee at D 4. This employee with have a high competence and a high commitment to the company. At level S1 the leader is high task focus and not real focus on the relationship. As you reach a S4 the leader has a low task focus and a low relationship focus. At S3 that is where the leader builds a strong relationship to develop that employee into a D4. Straker, D. (2011). Hersey and Blanchards Situational Leadership. In Changing Minds. Retrieved October 2, 2011, from http//changingminds. org/disciplines/leadership/styles/situational_leadership_hersey_blanchard. htm Situational Le adership- About us (2011). In Situational Leadership. Retrieved October 2, 2011, from http//www. situational. com/about-us/ Dansereau, Graen, Leader-member Exchange (LMX)How a leader maintains leadership through working with her or c. 1975 and Haga his supporters, those entrusted with responsibility and advisers defines the Leader-member Exchange theory as a method for exerting and maintaining leadership. (Leadership-Central, 2011) LMX is a intuitive theory and would be more expected from a leader-group structure. LMX uses three stages of development. Organizational Stage Role Development Leader-led relationship Leaders in this theory can range from a person leading a small discussion group or a supervisor of a work crew to heads of countries or empires. The more decomposable the task and organization, the more factors enter into the organizational dynamics. (Leadership-Central, 2011) Leader-Member Exchange Theory LMX (2011). In Leadership-central. Retrieved October 2, 2011, from http//www. leadership-central. om/leader-member-exchange. htmlaxzz1ZeSf2sGc James MacGregor destroy Transformational Burns Transformational leadership Theory, in other words, c. 1978 Burns Leadership Theory Burns focuses upon motivations and values in assessing how a leader approaches power. This aspect of having that basic ethical system sets leaders apart from those merely aspiring to power. (Leadership-Central, 2011) Burns theory appeals to those interested in developing social values and individual purpose. Burns theory asks a fundamental question of what the ultimate purpose of leadership is and why one should be a leader. Burns Transformational Leadership Theory (2011). In Leadership-central. Retrieved October 2, 2011, from http//www. leadership-central. com/burns-transformational-leadership-theory. htmlaxzz1ZeSf2sGc Bass, B. M. Transformational Leadership Bas s defined transformational leadership in terms of how the c. 1985 Theory leader affects followers, who are intended to trust, admire and respect the transformational leader. (Straker, 2011) Bass described three ways which leaders can transform their followers. backup man their awareness of task importance and value. Getting them to focus first on team or organizational goals, rather than their own interests. Activating their higher-order needs. Bass Transformational Leadership Theory (2011). In Leadership-Centeral. Retrieved October 2, 2011, from http//www. leadership-central. com/bass-transformational-leadership-theory. htmlaxzz1ZeSf2sGc Straker, D. (2011). Bass Transformational Leadership Theory.In Changing Minds. Retrieved October 2, 2011, from http//changingminds. org/disciplines/leadership/theories/bass_transformational. htm James Kouze and Leadership Participation Specific factors are listed in a checklist form that c. 19 87 Barry Posner Inventory organizers can use to assess a groups affinity to a leader. While they are subjective, they are better than nothing and can help in a focus on organizational problems. (Leadership-Central, 2011) Five characterizes for successful leadership 1. Role Model 2. Inspiration 3. Facing Adversity 4. Empowerment 5.Generates Enthusiasm Leadership Participation Inventory (2011). In Leadership-central. Retrieved October 2, 2011, from http//www. leadership-central. com/leadership-participation-inventory. htmlaxzz1ZeSf2sGc