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Running head: LEADERSHIP MODELS ASSIGNMENT 1 Leadership Models Assignment Beth Calvano University of Phoenix LEADERSHIP MODELS ASSIGNMENT 2 Abstract The study of leadership has born many leadership approaches and theories. Four of those theories are the ³Great Man´ theory, Kouzes and Posner¶s leadership theory, Yukl¶s MultipleLinkage Model, and Bass¶ transformational theory. These theories have similarities and differences. Leadership theories have progressed over the past century to become a comprehensive view of an effective, contemporary leader. Old leadership theories can be built upon and modified to respect the changing leadership climate. LEADERSHIP MODELS ASSIGNMENT 3 Leadership Models Assignment Many leadership theories exist, and they have progressed over the past century to become a comprehensive view of an effective, contemporary leader. Leadership study is vast and complicated and ever-changing, just like the organizations on which the studies focus. Compounding the complexity is a changing workforce demographic and an expanding global economy. The study of leadership, to be comprehensive, has to include the major approaches to the study. Four theories that have arisen from four separate leadership study approaches are the ³Great Man´ theory, the Kouzes and Posner¶s leadership theory, Yukl¶s Multiple-Linkage Model, and Bass¶s transformational theory of leadership. Each theory recognizes a different approach to leadership study, but some comparisons can be drawn as well as differences. Each theory adds to the expanding world-view of leadership. The Trait Approach: The ³Great Man´ Theory The trait approach stresses a leader¶s personal traits. Advocates of the trait approach believe that some individuals possess certain characteristics that make them more capable leaders (Clawson, 2006). For the ³Great Man´ theory, Stogdill (Stogdill, 1995) listed the traits and characteristics of effective leaders, but was careful to note that individuals do not become leaders only because of these traits. Leaders are those who possess these traits and also form healthy relationships with the working group or followers. The leader earns the position through contribution to the group goal (Stogdill, 1995). The leadership factors that form the basis for traits are status, capacity, responsibility, achievement, participation, and situation (Stogdill, 1995). These characteristics must align with the goals of the followers. The trait approach was also studied by Kirkpatrick and Locke (1995). They concluded that definite traits were found in leaders, and like Stogdill, they associated effectiveness with the LEADERSHIP MODELS ASSIGNMENT 4 situation and actions of the leader. The leader must set goals, be a role model, and develop a vision (Kirkpatrick & Locke, 1995). A leader who possesses leadership traits has a firm personal foundation on which to build. In 2011, with corporations competing for global position, a leader will have to be flexible and confident. With a solid set of personal leadership traits, the leader will have a firm foundation on which to build a leadership that will help to keep an organization competitive. The Behavior Approach: Kouzes and Posner¶s Leadership Theory With the behavior approach to leadership, the leader¶s behaviors (what the leader does) are emphasized, rather than personal characteristics. Specific effective leadership behaviors were outlined by Kouzes and Posner (Clawson, 2006). They created a leadership and self-assessment tool regularly used by businesses and schools. They listed five practices and 10 related behaviors that leaders practice. The first practice is: Challenging the Process, with the related behaviors being the search for opportunity and the will to experiment and take risks. The second practice is: Inspiring a Shared Vision, with the related behaviors being the ability to envision the future and the ability to enlist others. The third practice is: Enabling Others to Act, with the related behaviors of fostering collaboration and strengthening others. Modeling the Way is the fourth practice, with setting the example and planning small wins as the related behaviors. Finally, the fifth practice is: Encouraging the Heart, with the related behaviors being recognizing individual contribution and celebrating accomplishments (Clawson, 2006). The behavior approach centers on how the leader acts, whereas the ³Great Man´ theory is focused on the personal traits of the leader. With strong leadership behavior skills, a leader in today¶s global economy can lead an organization by being an impressive, solid visionary who enables followers to become leaders in their own right through encouragement and collaboration. LEADERSHIP MODELS ASSIGNMENT 5 The Situational Approach: Yukl¶s Multiple-Linkage Model Another leadership approach focuses on the contextual nature of the leader¶s situation. This is called the situational approach to leadership. The factors associated with the situational theory are the followers¶ characteristics, the kind of work being done in the organization, and the makeup of the work environment (Yukl, 2006). In Yukl¶s leadership theory, two variables were studied. The first was the length to which leadership methods are the same or different in varying kinds of organizations, cultures, and management levels. The second was the study of how a leader¶s characteristics contribute, negatively or positively, to differing situations (Yukl, 2006). In Yukl¶s Multiple-Linkage Model, a leader influences followers by using intervening variables (Clawson, 2006). The variables are organization, follower (subordinate) effort, follower ability and clarification of role, collaboration, support and resources, and coordination (Clawson, 2006). Two situational variables were also included in this theory. Substitutes and neutralizers gauge the leader¶s effectiveness; they impact the intervening variables, and they measure the importance of the variables (Clawson, 2009). In this theory the leader can influence the variables so that outcomes are more positive. In a situational leadership study, Chen and Silverthorne (2005) concluded that employees have more job satisfaction, less stress, and a higher retention rate when they work with leaders with a high leadership score. The study also found that properly trained employees will have more willingness to perform a task, and the more adaptable a leader is to a given situation, the more that leader can encourage performance. A leader needs followers (Chen & Silverthorne, 2005). Because of changing demographics and an expanding global economy, a leader will need to be capable of mercurial leadership. A leader will have to adapt to changing situations and LEADERSHIP MODELS ASSIGNMENT 6 changing follower characteristics. Along with strong personal leadership traits, solid leadership behaviors, and a working understanding of situational contexts, a leader can be effective in an organization. The Transformational Approach: Bass¶ Theory Transformational leadership theory further addresses the contemporary organizational landscape. The four factors of Bass¶ transformational theory were idealized influence, intellectual stimulation, individualized consideration, and inspirational motivation (Clawson, 2009). A transformational leader works with followers to instill encouragement, knowledge, motivation, and understanding of the leader¶s vision. Bass believed that the follower can be groomed to be a leader who can take-up the work started by the leader after the leader is gone. Bass defined transformational leadership as leadership based on collaboration. The leader may be transformed by the followers. Bass advised that transformational leadership differs from transactional leadership (which is more of an exchange) in that the leader can motivate followers¶ loyalty, trust, and respect (Clawson, 2009). Bass predicted that organizations would have to become progressively more flexible in the coming years and decades. The changing dynamics of business, organizations, and technology demand flexible leadership (Bass, 2002). Bass¶ transformational leader possessed the positive attributes of the ³Great Man´ theory, Kouzes and Posner¶s leadership theory, and Yukl¶s theory. This leader is a culmination of positive leadership characteristics and behaviors that addup to an outstanding individual who has the capacity to be a very successful leader. Conclusion The economy has become global and technologically advanced. Leadership issues and challenges have developed as a result of this advancement. Contemporary thought has embraced LEADERSHIP MODELS ASSIGNMENT 7 these changes and new forms of leadership are being studied and applied. Old leadership theories can be built upon and modified to respect the changing leadership climate. Bass predicted that the future would hold an ³inability for individuals to tolerate a complete lack of stimulation in the environment around them´ (Bass, 2002, p. 376). In the earlier decades of the 20th Century many jobs were characterized in this way. Our fathers and grandfathers suffered this fate quietly. According to Tichy and Devanna (1990), competition is forcing businesses to re-think the leadership process. The emerging leaders are transformational leaders. The trend in organizations in 2011 is that of transformational leadership, a leadership that embraces the best of the ³old ways´ and a new, more engaging leadership that fosters collaboration and follower empowerment. LEADERSHIP MODELS ASSIGNMENT 8 References Bass, B. (2002). Forecasting organizational leadership: From back (1967) to the future (2034). In B. Avolio & F. Yammarino (Eds.) Transformational and charismatic leadership: The road ahead (pp. 375-384). San Diego, CA: Emerald. Chen, J. & Silverthorne, C. (2005). Leadership effectiveness, leadership style and employee readiness. Leadership & Organizational Development Journal, 26(3/4), 280. Retrieved from University of Phoenix, LDR/711A website. Clawson, J. (2006). Level three leadership: Getting below the surface (3rd ed.). [University of Phoenix Custom Edition e-text]. Upper Saddle River: NJ: Pearson. Retrieved from University of Phoenix, LDR/711A website. Kirkpatrick, S. & Locke, E. (1995). Leadership: Do traits matter? In J. Wren (Ed.) The leader¶s companion: Insights on leadership through the ages (pp. 133-143). New York, NY: The Free Press. Stogdill, R. (1995). Personal factors associated with leadership. In J. Wren (Ed.) The leader¶s companion: Insights on leadership through the ages (pp. 127-132). New York, NY: The Free Press Tichy, N. & Devanna, M. (1990). The transformational leader. [University of Phoenix Custom Edition e-text]. NewYork, NY: John Wiley & Sons. Retrieved from University of Phoenix, LDR/711A website. Yukl, G. (2006). Leadership in organizations (6th ed.). [University of Phoenix Custom Edition etext]. Upper Saddle River, NJ: Pearson. Retrieved from University of Phoenix, LDR/711A website.