Leadership Theory

Trait Theory

I chose to write about the trait theory because it is very distinct from all other theories of leadership. Specifically, trait theory focuses less on the development of traits, and does not seek to predict behavior of a person in a given situation. Trait theory is an extremely novel approach to evaluating what traits make a good leader.   

Key Components

Traits are external behaviors that emerge from the things going on within our minds – and it's these internal beliefs and processes that are important for effective leadership. Scholars taking the trait approach attempt to identify physiological (appearance, height, and weight), demographic (age, education and socioeconomic background), personality, self-confidence, and aggressiveness), intellective (intelligence, decisiveness, judgment, and knowledge), task-related (achievement drive, initiative, and persistence), and social characteristics (sociability and cooperativeness) with leader emergence and leader effectiveness. Early trait theory sought to prove that leaders are born with certain innate characteristics that make them leaders. However, and more modernly, trait theory seeks to the components that are common in good leaders. Modern trait theory has embraced the idea that it is possible to acquire or develop these traits. 

Impact of Theory on Leadership Practice, Followers and Organizational Results 

The trait theory gives constructive information about leadership. Managers can use the information from the theory to evaluate their position in the organization and to assess how their position can be made stronger in the organization. Managers can get an in-depth understanding of their identity and the way they will affect others in the organization. This theory makes the manager aware of their strengths and weaknesses and thus they get an understanding of how they can develop their leadership qualities.

Hersey And Blanchard’s Situational

This theory provides an interesting cross-analysis of leadership type and group maturity level, and as such, was very interesting to research. 

Key Components

This theory states that instead of using just one style, successful leaders should change their leadership styles based on the maturity of the people they're leading and the details of the task. Using this theory, leaders should be able to place more or less emphasis on the task, and more or less emphasis on the relationships with the people they're leading, depending on what's needed to get the job done successfully. 

According to this theory, there are four different types of leadership: 1) Telling (S1): Leaders tell their employees what to do and how to do it; 2) Selling (S2): Leaders provide information and direction, but employees are given more latitude to accomplish goals as they please; 3) Participating (S3): Leaders focus on their relationship with the employees and works with the team; and 4) Delegating (S4): Leaders pass the responsibility to a subordinate team. The leader still monitors progress, but it still involved. 

In addition to types of leadership, the theory also identifies different levels of maturity of the group being managed: 1) M1: low maturity; 2) M2: follower group; 3) M3: “ready and willing” group; and 4) M4: confident group. These particular groupings will dictate which type of leadership type should be used. An M1 group is better suited for an S1 type of leadership, and M2 group is better suited for an S2 type of leadership, and so forth. 

Impact of Theory on Leadership Practice, Followers and Organizational Results 

According to Scholz (2011), this theory of leadership provides managers with a flexible rubric by which they might evaluate their employees and cater their management styles to the maturity levels of their employees. Followers will be provided with a type of management style that suits their level of maturity. And finally, organization will run based on a management style that suits it best. As such, this theory provides a “custom fit” for an organization (Kelly, 1988). 

Effective Follower

Leadership can be learned by being an effective follower. Below we explore what an effective follower is, and how being one can translate into effective leadership.

There are two main dimensions that underlie an effective follower: 1) the degree to which a person exercises critical, independent thinking and 2) the degree of active or passive participation. The more the person exercises critical, independent thing and is more actively involved, makes them an “effective follower.” 

We have all heard the phrase “lead by example.” This is why there are similarities between effective followers and leaders. Because an effective follower must be actively involved and be an independent, critical thinker, they have many traits that are similar to leaders. This situation will be positive for both leaders and followers. As followers become more effective, leaders will also have to optimize their own performance as well. 

References

Kelley, R., (1988), In praise of followers. Harvard Business Review. 

Scholz, C., (2011), Effective followers: 4 qualities to strive for. Retrieved from: http://www.chipscholz.com/2011/06/08/effective-followers-4-qualities-to-strive-for/.