Leadership Theories and Styles: Trait, Behavioral, Situational, and Transformational

Trait Theories

Assumption: Great men, or great leaders, were born that way.

The Big Five (Trait Theory)

The importance of leadership traits is the five-factor model of personality.

• Extroversion
• Agreeableness
• Conscientiousness
• Emotional Stability
• Openness to Different Experiences

Leaders must recognize the importance of having an appropriate mix of the Big Five traits because an overreliance on any one trait can result in less than optimal personal and organizational performance.

Behavioral Theories

The types of theories that emerged have been characterized as the behavioral era of leadership study (Yukl, 1981).

The University of Michigan Study

A team studied the effects of leader behavior on job performance by interviewing a number of managers and subordinates. As a result of their research, the investigators identified two leadership styles: job-centered and employee-centered.

• Job-centered behaviors: Occur when managers pay more attention to the job and related work behaviors.
• Employee-centered behaviors: Take place when managers pay more attention to employee satisfaction and making work groups more cohesive.

Ohio State University Study

From surveys of leadership behavior, two major dimensions of leader behavior were identified.

• Initiating structure: Leadership behavior that organizes and defines what group members should be doing.
• Consideration: Leadership behavior that expresses concern for employees by establishing a warm, supportive, friendly climate.

Situational Theories

Leaders can be chosen because they "fit" a situation or can adapt their leadership styles to a situation.

Fielder's Contingency Model

Suggests that leadership success depends on a match between the leadership style and the demands of the situation. In order to effectively diagnose leadership situations, three contingency variables must be identified:

• Leader-Member Relations: The extent to which a leader has, or does not have, the support and loyalty of the work group.
• Task Structure: The extent to which tasks are routine, unambiguous, and easily understood. The more structured a task is, the more influence a leader holds.
• Position Power: The degree of power a leader has to reward and punish. More power equates to more control and influence.

Transformational Leadership

Seek to develop leadership in others, exhibit self-sacrifice, and serve as moral agents. The following key leader behaviors have been identified in the transformational leadership literature:

• Inspirational motivation
• Idealized influence
• Individualized consideration
• Intellectual stimulation

A person will not progress to the next level of needs until the immediate need has been routinely satisfied.

McClelland's Acquired Needs Theory

Based on individual needs.

• The need for achievement: The desire to do something better or more efficiently to master complex tasks.
• The need for power: The desire to control other people, to influence their behavior, or to be responsible for them.
• The need for affiliation: The desire to establish and maintain positive and supportive relationships with other people.