Leadership Taxonomy

Introduction There a numerous leading theories that help manage a successful business. These theories include techniques that adopt been authentic and constantly improving since 1888. Theorists such as Thomas Carlyle, Kurt Lewin, and James Kouze, rush developed characteristics they believe go away shape the leaders of tomorrow. These characteristics atomic number 18 organise together to create theories based on personality, relationships, and developmental looks. The fol depresseding get out provided an organized overview of ten theorists and the characteristics they believe to develop successful leaders. Theorist possibleness Title surmise Characteristics Year Thomas Carlyle Great Man agree to this possible action, youre either a natural born leader or c. 1888 youre not. The shape Great Man was used because, at the time, leaders was thought of in the main as a male quality, especially in terms of military machine leading. (About, 2011) The Grea t Man leading possible action became more prevalent during the nineteenth century and was developed from the success of several noted leaders. A famous quote that sums up this theory is great leaders argon born, not Made. (Changing Minds, 2011) Cherry, K. (2011). The Great Man Theory of leaders. 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 quality 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 sedate broad dispositions. (About, 2011) Allport discovered that there are more then 4,000 run-in to describe personality traits.Allport categorized thos e traits into three different levels, Cardinal, ex transmute and collateral 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. ground such as intelligent, honest, shy and anxious are considered central traits. (About, 2011) alternate 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). leadership 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 dashs Lewins developed three leadership names, despotical, democratic c. 1939 style and Laissez-Faire style. In the autocratic style, the leader takes decisions without consulting with others. The decision is made without each form of consultation.In Lewins experiments, he found 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 quite a little in the decision- fashioning, although the offset for the final decision may vary from the leader having the final aver to them facilitating consensus in the group. (Changing Minds, 2011) The democratic style is a group decision do process. This style usually opens it up for individuals to voice their opinions and mickle create misfortune and problems. The laissez-faire style is to minimize the leaders involvement in decision- fashioning, and henc e allowing people 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- escapeer Leaders prioritize between task-focus 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 imperative relationships and act in a supportive way, even prioritizing the r elationship ahead the task. Low LPC leaders put the task prime(prenominal) and will yield to relationships only when they are satisfied with how the work is going. (Changing Minds, 2011) Three identifying factors Leader-Member Relations line 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 4 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 order to ac complish the task at hand. The Benevolent authoritative style is a complete opposite of the Exploitive authoritative style.This style involves higher(prenominal) 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 upwardly flow of information, precisely generally decisions are still centrally made. The participative theorys where leaders maximize methods to engage with people lower knock 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 solve problems they still give the axe 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. htmlaxzz1ZeSf2sGc Dr. capital of Minnesota 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 follower 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/ enjoin which is designed for an employee at a D1 level. This employee is a t a low competence, low commitment level to the c ompany. Style two is Selling/ teach which is designed for a employee at a D 2 level. This employee has slightly competence and a variable commitment to his/her position. Style three is fighting(a)/ 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 current 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//changin gminds. org/disciplines/leadership/styles/situational_leadership_hersey_blanchard. htm Situational Leadership- About us (2011). In Situational Leadership. Retrieved October 2, 2011, from http//www. situational. com/about-us/ Dansereau, Graen, Leader-member deputize (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 dress Role Development Leader-led relationship Leaders in this theory can range from a person leading a small word of honor group or a supervisor of a work clump to heads of countries or empires. The more complex the task and organization, the more factors enter into the organisational 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 ruin Transformational leadership Theory, in other words, c. 1978 ruin Leadership Theory Burns focuses upon motivations and values in quantifying how a leader approaches power. This aspect of having that basic honorable 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 goal 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- commuteational-leadership-theory. htmlaxzz1ZeSf2sGc Bass, B. M. Transformational Leadership Bass defined transformational leadership in terms of how the c. 1985 Theory leader affects followers, who are intended to trust, admire and obedience the transformational leader. (Straker, 2011) Bass described three ways which leaders can transform their followers. Easing their awareness of task importance and value. Getting them to focus first on team or organizational goals, rather than their own interests. actuate 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 J ames Kouze and Leadership Participation Specific factors are listed in a checklist form that c. 1987 Barry Posner caudex organizers can use to assess a groups affinity to a leader. While they are subjective, they are pause than nothing and can help in a focus on organizational problems. (Leadership-Central, 2011) Five characterizes for successful leadership 1. Role Model 2. inlet 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