LDC: 10 Leadership Theories

1. Great Man Theory - leaders born not made

               - what attributes do  great leaders have?

2. Trait theory of leadership

             - which characteristics should we develop to be a good leader?

             - good - develop these traits and people will follow you

             - bad - there are too many traits identified

3. Skills theory of leadership

             - not just traits but specific skills: technical, people, conceptual 

4. Style theory of leadership

             - autocratic + demanding

             - democratic + participative   

             - Laissez Faire + hands off      

             - managerial grid...  

5. Situational leadership theory

             - no one size fits all but skills and approach must be adapted for the situation

6. Contingency theory of leadership 

             - the leader's approach remains the same = change the leader for a new situation

7. Transactional Leadership

           - based on rewards, punishments and close monitoring

8. Transformational Leadership

           - encourage, care for and inspire towards a vision

           - transform the environment and relationships rather than reward and punish

9. Leader-Member Exchange Theory

           - exchange between leader and member

           - negative - creates 'in' groups and reduces performance and retention

10. Servant Leadership Theory

           - transformational / transactional based on meeting the needs of the group

           - creates an environment of trust and co-operation 

           - results in reciprocal service and higher performance

The 6 Leadership Styles 

"According to the authors, the more of the six styles a leader can deploy, the better. Leaders who have mastered four or more styles tend to be the most effective. Effective leaders scan people individually and in groups and adjust their style suitably. They are good at the four resonance building styles – Visionary, Coaching, Affliative and Democratic. They also use the pace setting and commanding styles at times but with a dose of self discipline that ensures that they control the impulse to be impatient, get angry, or attack character."

Goleman, D., Boyatzis, R. E., & McKee, A. (2002). The new leaders: Transforming the art of leadership into the science of results. London: Little, Brown.