The Evolution of Leadership Theory

IntroductionIn order to describe the evolution of lead theory we must original define what we understand loss lead to mean. An early or traditional translation of leaders may be, an interpersonal influence directed towards the achievement of a set goal or series of goals (Northhouse, 2004, p 2). In union with the evolution of leadership theory the definition of leadership by a modern frame of reference may be, a relationship energising in nature based on mutual influence amongst leaders and collaborators in which both reach higher levels of motivation and clean development as they strive to affect change (Freiberg and Freiberg, 1996, p 298). This leaven will describe the evolution of leadership theory as it certain from being based on individual personal traits and behaviors to the modern theories that argon based on kinetic models of website and on transformation.Early leading theories traits and behaviorsOhio situate University essential a theory of leadership from a series of studies that obtained information from questionnaires filled in by subordinates and another questionnaire filled in by managers that set forth the leadership traits and behaviors of their leaders (Fleishman, 1953, p 2). Two leadership styles were identify and hypothesized to be able to describe all leaders (Fleishman, 1953, p 2). The premiere leadership style was termed initiating structure (Fleishman, 1953, p 3. This leadership style described the leader who directs with transactional and task oriented style. This style of leadership has been described as great for routine and repetitive task, however on the negative placement it has also been used to describe the micro-manager (Fleishman, 1953, p 4).Examples of how this leadership style may present in the workplace include the leader who lets work- unit of measurement members know what is expect of them who schedules the work to be done encourages the use of uniform work procedures assigns work-unit members t o finical tasks plans tasks for work-unit members makes his or her attitudes clear to the work unit clarifies work roles and asks for results (Fleishman, 1953, p 4).The mo leadership style identified by the Ohio State theory of leadership was termed consideration (Fleishman, 1953, p 5). This leadership style described the leader who is people-oriented and participative, and transformational (Fleishman, 1953, p 5). Examples of how this leadership style may present in the workplace includes, the leader who treats all work-unit members as his or her equal is friendly and approachable does footling things to make work pleasant puts suggestions made by the work unit into operation smellings out for personal welfargon of work unit members encourages a reenforcementive socio-emotional work atmosphere maintains high morale in the work-unit and promotes a collaborative work atmosphere (Fleishman, 1953, p 5).Around the same time menstruum The University of Michigan conducted similar stu dies to the Ohio State work (Katz, et al, 1950, p 23) based on questionnaire responses by leaders subordinates and also developed a two-leadership style theory (Katz, et al, 1950, p 43). The first leadership style was termed production touch (Katz, et al, 1950, p 44). Examples of how this leadership style may present in the workplace includes, the leader who places an violence on the technical or task aspects of the job is concerned in general with accomplishing groups goal and who regards group members as means to an end (Katz, et al, 1950, p 44).The routine leadership style offered by the Michigan State University theory was termed employee centered (Katz, et al, 1950, p 46). Examples of how this leadership style may present itself in the workplace includes, the leader who places an emphasize interpersonal relations who takes a personal fill in the needs of employees and who accepts individual differences among members of his / her team (Katz, et al, 1950, p 44). These earlie r studies of leadership theories drew conclusions from research data that only looked at the single attribute of leadership being the observation of the leaders traits and behaviors. Although these studies provided valuable insight into which leadership traits and behaviors may take aim been associated with higher levels of productivity, the theories lack the depth of understanding that a dynamic model would bring which accounts for the interaction of the leaders subordinates and the workplace situation.Modern leaders Theories dynamic models of situational and transformational leadershipThe leadership theory termed situational theory is based on the amount of direction and socio-emotional support a leader should provide to a precise situation (Blanchard et al, 1999, p 59). This theory developed by Hersey and Blanchard, recognizes four different leadership styles that argon telling, selling, participating and delegating (Blanchard et al, 1999 p 60). The leader determines which sty le to use depending upon the specific task that is to be accomplished and the maturity level of the fol pocket-sizeders.The maturity of the attendants was a termed coined to explain the willingness of the followers to take responsibility for directing their bear behavior (Blanchard et al, 1999, 60). A combination of a demanding task with a low maturity level would require the leadership style of telling (Blanchard et al, 1999, p 60). The leadership style of selling would also suit a situation with a demanding task and low level of follower maturity era the leader is still responsible for the goal being achieved the followers are encouraged to participate (Blanchard et al, 1999, p 61). The leadership style of participating suits situations of a less demanding task and low-level maturity of the followers (Blanchard et al, 1999, p 61). last the leadership style of delegating is matched to a high level of follower maturity and therefore is suited to all levels of demand in ground of task (Blanchard et al, 1999, p 61).The transformational leadership theory recognizes the changing demands that an disposal may face, care the situational leadership theory however it places its greatest emphasis on leadership behavior and traits (Northhouse, 2004, p 173). While this may seem like a return to the earlier more limited theories of leadership as developed in the mid 1900s via Ohio State and Michigan State Universities it is in fact seen as a very creative and flexible leadership theory (Northhouse, 2004, p 173).The transformational leader instills feelings of confidence, admiration and commitment in the followers. much(prenominal) a leader inspires the followers to forgo their own interests for the good of the organization (Northhouse, 2004, p 178). Transformational leaders appeal to the moral and ideals of followers and inspire them to look at problems in new and creative ways (Northhouse, 2004, p 183). Studies have correlated the transformational leadership theo ry in the workplace leads to lower lag turnover rates, higher productivity and higher employee satisfaction.In summary, the evolution of leadership theories has developed from the relatively static and one-dimensional views of the personality traits and behavior theories studied in the 1900s to the dynamic and flexible theories of situational and transformational leadership theories developed in the late 1900s.ReferencesBlanchard, K. H, Zigarmi, P. and Zigarmi, D. (1999), Leadership and the One Minute Manager, New York, Harper Collins.Fleishman, E.A. (1953). The description of supervisory behavior. military unit Psychology, 37, 1-6Katz, D., Maccoby, N. and Morse, N.C. (1950). Productivity, Supervision and Morale in an Office Situation. Ann Arbor, Survey Research Center.Northhouse, P.G. (2004). Leadership Theory and Practice. New York, Sage Publications.