...CONTRAST OF TRAIT-BASED, SITUATIONAL, AND TRANSFORMATIONAL LEADERSHIP THEORIES 1 Comparison and Contrast of Trait-Based, Situational, and Transformational Leadership Theories Ciprian Patrulescu Electronic copy available at: http://ssrn.com/abstract=2132126 COMPARISON AND CONTRAST OF TRAIT-BASED, SITUATIONAL, AND TRANSFORMATIONAL LEADERSHIP THEORIES 2 Abstract This research paper compares and contrasts several leadership theories, the evolution of the theories, and future research implications. The leadership theories discussed in the paper include the trait-based, situational, and transformational leadership theories. Trait-based theories represented the earliest attempts to quantitatively study leaders and leadership effectiveness by focusing on the innate skills and traits of the person. Situational theories expanded to explore the influence of different situations on leadership. Lastly, transformational leadership theories further expanded on the role of the leader in motivating followers through inspiration. Electronic copy available at: http://ssrn.com/abstract=2132126 COMPARISON AND CONTRAST OF TRAIT-BASED, SITUATIONAL, AND TRANSFORMATIONAL LEADERSHIP THEORIES 3 Comparison and Contrast of Trait-based, Situational, and Transformational Leadership Theories There are almost as many definitions of leadership as there are persons who have tried to define leadership (Stogdill, 1974). The definition of leadership by Weathersby (1999, p.5) captures the...
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...Personality Traits (Five Factor Model-FFM) and Transformational Leadership Yunita Agustian Minjalnis (1121200127) Fatima Al-Qadhibi (1121200083) Aurora Noor Aisa (1121200128) Vasantakumaren Seri Ramalo (1111200145) Assoc. Prof. Dr. Chong Chin Wei – DBA/PhD/MPhil Malaysia 26th December 2012 MULTIMEDIA UNIVERSITY INTRODUCTION Are you born to be a leader? Are you a “natural”? Or is leadership a set of behaviors and competencies that anyone can develop, given the right experiences, circumstances, and training? Since the 1960s, researchers have examined whether there is a relationship between the basic agreed-on factors that make up personality and leadership. The Big Five personality factors are Conscientiousness, Agreeableness, Neuroticism, Openness, and Extraversion, which some researchers have labelled the CANOE personality model as an easy aid to remembering each factor (Bligh, 2009). As Tejeda (2001) asserts, “the past two decades have witnessed a great deal of scholarly attention transformational leadership behavior, which is currently the most widely accepted leadership paradigm” (as cited in Rubin, Munz, & Bommer, 2005, p.845). Transformational leadership behavior represents the most active/effective form of leadership, a form in which leaders are closely engaged with followers, motivating them to perform beyond their transactional agreements. Barling, Weber, and Kelloway (1996) demonstrated that some transformational leadership behaviors can be trained. Thus, an understanding...
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...COMPARE AND CONTRAST FOUR LEADERSHIP MODELS UNIVERISTY OF PHOENIX There are four leadership models that I will talk about. These leadership models are Charismatic, Transformational, Servant, and Transactional. These styles of leadership hold significant differences. However, The Charismatic Leadership style refers to a special quality that enables the leader to mobilize and sustain activity within an organization through specific personal actions combined with perceived personal characteristics (Wren, 1995, p. 108). The charismatic leader has three components which include envisioning, energizing, and enabling. Charismatic leaders display behaviors that will inspire others. And their ethical values are very high. It seems likely that under normal ethical charismatic circumstances, a leader’s mirror-needs play a central role in his or her desire to become the focus of social attention (Avolio & Yammarino, 2002, p. 248). The Transformational Leadership style is quite rewarding. The transforming leader shapes, alters, and elevates the motives and values and goals of followers (Wren, 1995, p. 103). Transformational leadership focuses on culture and learning experiences in the workplace. Although not the most agreeable man in history, Adolf Hitler has inherently follows the charismatic leadership model. He had many followers that followed his leadership as a dictator, and he took advantage of his “followers independent of their inherent intentions, thereby opening the door...
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...Compare and Contrast of Select Leadership Models Leadership comes in different forms and in different aspects of life from private business to government entities (Wren, 1995, p. 5). The models of leadership used are dependent upon the individual attributes of the leaders, for example traits, values, self-identity, skills, and competencies (Yukl, 2013, p. 136). A close look at select leadership models and how they compare and contrast with each other provides insight into the types of leadership that might be employed within organizations as they face various leadership issues and challenges. In this paper, we will review four leadership models: charismatic, servant, situational, and transformational. A separate discussion describing similarities and differences between the models as they apply. As similarities and differences are identified, we will discuss how contemporary leadership issues and challenges are addressed within the scope of each leadership model. Leadership Models Charismatic Leadership A charismatic leader has three key dimensions that Weber (1968) identified as concepts of charisma that include vision or mission, extraordinary or exceptional qualities, and recognition (as cited in Avolio and Yammarino, 2013, p. 167). Transformational leadership closely resembles charismatic leadership as both are vision related and empowering; however the main difference deals with the expectations set by the leader. Charismatic leaders typically set unrealistic expectations...
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...| | | Direct and indirect effects of transformational leadership on innovative behavior | | | | | | Table of Contents Abstract 3 Introduction 4 Theoretical framework 8 Leadership and innovative behavior 8 Transformational leadership and innovative behavior 9 The mediating role of affective commitment between transformational leadership and innovative behavior 11 The mediating role of innovative climate between transformational leadership and innovative behavior 15 The moderating role of affective commitment between transformational leadership and employees’ innovative behavior 18 The moderating role of innovative climate between transformational leadership and employees’ innovative behavior 19 Methods 20 Participants and Procedure 20 Measures 22 Data analysis 24 Results 25 Descriptive statistics and scales 25 Correlation analysis 26 Testing hypothesis 27 Discussion 29 Limitations and recommendations 33 Directions for future research 35 Practical implications 36 References 37 Appendix 42 Tables……………………………………………………………………………………………………………………………………………42 Figures. 45 Company report 46 Abstract This study aims at investigating how transformational leaders directly and indirectly (via affective commitment to the organization, the career, the leader, and the team and innovative climate) affect employees’ innovative behavior. The hypotheses are tested by applying quantitative analyses to data collected from 39 employees of a...
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...Running Head: Leadership Theories 1 Leadership Theories Leadership Models and Theories 2 Leadership Theories According to Daft (2008, p.20), leadership typically reflects the larger society, and theories have evolved as norms, attitudes, and understandings in the larger world of change. Throughout the centuries leaders have adapted in response to these changes. Northouse (2007, p3) defines leadership as a process whereby an individual influences a group of individuals to achieve a common goal. A person’s ability to influence others to accomplish an objective and direction are key processes in leadership. There are many great leaders and leadership styles that can be easily discussed. Twenty-first century leadership has developed useful and simplistic ways to determine and exercise their leadership styles on their way to developing and understanding their leadership styles based on the situation and the organization. Leadership is a very dynamic and diverse process, This literature selection by selection, as introduced by the editor, presents enlightening thoughts on a different aspect of leadership. Over the years, many researchers have developed various leadership theories, notably great scholars such as, Plato, Aristotle, Lao-tzu and others. ...
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...AUTHENTIC VERSUS TRANSFORMATIONAL LEADERSHIP: ASSESSING THEIR EFFECTIVENESS ON ORGANIZATIONAL CITIZENSHIP BEHAVIOR OF FOLLOWERS Thomas H. Tonkin Regent University ABSTRACT With the corporate scandals of the 2000s, many employees in organizations are clamoring for authenticity in their leaders. Though authenticity appears to be a noble trait, how effective is this as a leadership approach, specifically in increasing altruistic employee organizational citizenship behaviors? Is authentic leadership more effective than other leadership approaches, such as transformational leadership? This study examined the extent to which authentic leadership is a stronger predictor of employee organizational citizenship behavior (OCBs) compared to transformational leadership. The analysis also investigated the extent to which overall job satisfaction mediated the relationship between authentic leadership and OCBs. The findings suggest that in fact three out of the fours sub scales in authentic leadership had a positive effect on both overall job satisfaction and the OCB of altruism. This study implies suggestions for practical interventions based on the associated theories found in this paper. Keywords: Authentic leadership, transformational leadership, job satisfaction OCBs INTRODUCTION Though there are many theories on leadership, one view is agreed by most scholars, leadership is a real phenomenon that is critical for the effectiveness of organizations (Bennis, 2003; Yukl...
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...employees’ creative outcomes. However, the mechanism by which trans- formational leadership cultivatesemployees’ creativeproblem-solving capacity isnot well understood. Drawing on theories of leadership, information processing and creativity,weproposedand tested amodelinwhichpsychologicalsafety and reflex- ivity mediate the effect of transformational leadership and creative problem-solving capacity. The results of survey data collected at three points in time indicate that transformational leadership facilitates the development of employees’ creative prob- lem-solvingcapacitybyshapingaclimateofpsychologicalsafetyconducivetoreflex- ivity processes. However, the findings also indicate that psychological safety is related both directly and indirectly, through reflexivity, to employees’ creative problem-solvingcapacity.Thisstudyshedsfurtherlightonthewaysinwhichtrans- formational leaders help to develop and cultivate employees’ capacity for creative problem-solving. Keywords: creative problem-solving, transformational leadership, psychological safety,reflexivity. Work organizations in a variety of industries seek to develop and cultivate their ability to address ill-defined and complex problems creatively (Mumford, [CorrectionNotice:AcorrectiontotheonlineEarlyViewofthisarticlehasbeenmade. Theoriginallypub- lished articled contained errors that resulted from running different models with parcel items and without parcelitems. Correctionsweremadetothefitindic...
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...Leadership emerges every level of organisations, from animal social behaviors to multi-international organisations. But no single universally accepted definition could be drew with all the scholars agree. There are 211 different definitions of about leadership (Rost 1993). Claimed by one of the researchers on transformational leadership, Bernard M. Bass (2008), there is no urge to unify the definitions of leadership. The appropriate definition of leadership depends on the specific dimension of leadership of interest to the individual. In this essay, the definition from Peter Northhouse (2001) will be adopted, “leadership is a process whereby one individual influences a group of individuals to achieve a common goal”. This essay will discuss two leadership models; transformational and transactional leadership, followed by the illustration of the features by 2 known leaders of different leadership models. The corresponding evaluation of the models will also be examined. Transformational leadership, the most studied idea with the field of leadership (Diaz-Saenz, 2011, p. 299), is the process of transforming the attitudes of the followers to achieve extraordinary outcomes in organisation’s objectives (Yukl &Fleet, 1992, 174), consisting of four features. Barack Obama is one of the great leaders who possesses certain features of transformational leadership. Idealised influence: By overcoming his rigorous childhood brought by the multiracial heritage (Obama, 2008) and having a rare...
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...Leadership Models Leadership is the use of non-coercive influence to direct and coordinate the activities of a group toward accomplishing a goal. This is done through direction, encouragement, sensitivity, consideration, and support. Leadership styles will vary from individual to individual. They may also vary throughout the course of one’s career/life. There has been much debate about leadership and the definition of many leadership theories. Early theories of leadership focused on behaviors and qualities of successful leaders. Leaders must take into account the type of employees they are working with and use this to successfully engage the employees. No single motivator applies to all employees. People are complex and attempts that are made to explain their behavior is also complex. There are many approaches to develop theories of employees’ motivation. One of the first approaches to explain motivation was developed by Abraham Maslow and his hierarchy- of-needs. According to Maslow’s theory within every human being exists a hierarchy of five needs: physiological, safety, social, esteem, and self-actualization. Times have changed and so has the research that originally supported this belief. Researchers have now found that Maslow’s hierarchy of needs is not the way to motivate employees (Robbins & Decenzo, 2004). Employee that are actively engaged by their leader, are willing to go that extra step to get the job done. Various leaders are successful at leading...
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...LEADERSHIP Path-Goal Theory LEADERSHIP Path-Goal Theory 2 Overview Path-Goal Theory Perspective Path-Goal Theory Conditions of Leadership Motivation Leader Behaviors & Subordinate Characteristics Task Characteristics How Does the PGT Approach Work? Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc. LEADERSHIP Path-Goal Theory 3 LEADERSHIP Path-Goal Theory 4 Path-Goal Theory (House, 1971) Description Path-Goal Theory (House, 1971) Description Definition Perspective Path-goal theory centers on how leaders Goal - To enhance employee performance and motivate subordinates to accomplish designated goals satisfaction by focusing on employee motivation Motivational Principles (based on Expectancy Theory) - Subordinates will be motivated if they believe: Emphasizes the relationship between they are capable of performing their work the leader’s style that their efforts will result in a certain outcome the characteristics of the subordinates that the payoffs for doing their work are worthwhile the work setting Northouse - Leadership Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc. LEADERSHIP Path-Goal Theory Challenge to Leader Use a Leadership Style that best meets subordinates’ motivational needs Choose behaviors that complement or supplement what is missing in the work setting Enhance goal attainment...
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...4-1-2010 Can Leadership Be Developed by Applying Leadership Theories? : An Examination of Three Theory-based Approaches to Leadership Development Joshua C. Laguerre Rhode Island College, JOSHUA.LAGUERRE@gmail.com Follow this and additional works at: http://digitalcommons.ric.edu/honors_projects Part of the Business Administration, Management, and Operations Commons, Human Resources Management Commons, Industrial and Organizational Psychology Commons, and the Organizational Behavior and Theory Commons Recommended Citation Laguerre, Joshua C., "Can Leadership Be Developed by Applying Leadership Theories? : An Examination of Three Theory-based Approaches to Leadership Development" (2010). Honors Projects Overview. Paper 42. http://digitalcommons.ric.edu/honors_projects/42 This Honors is brought to you for free and open access by the Rhode Island College Honors Projects at Digital Commons @ RIC. It has been accepted for inclusion in Honors Projects Overview by an authorized administrator of Digital Commons @ RIC. For more information, please contact hbenaicha@ric.edu, andrewjasondavis@gmail.com. CAN LEADERSHIP BE DEVELOPED BY APPLYING LEADERSHIP THEORIES?: AN EXAMINATION OF THREE THEORY-BASED APPROACHES TO LEADERSHIP DEVELOPMENT By Joshua C. Laguerre An Honors Project Submitted in Partial Fulfillment of the Requirements for Honors in The Department of Management and Marketing The School of Management Rhode Island College 2010 1 Can Leadership Be Developed?...
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...Slide 1 : | Leadership 13 | Slide 2 : | Leadership Leadership is the process where a person exerts influence over others and inspires, motivates and directs their activities to achieve goals. Effective leadership increases the firm’s ability to meet new challenges. Leader: The person exerting the influence. Personal Leadership Style: the ways leaders choose to influence others. Some leaders delegate and support subordinates, others are very authoritarian. Managers at all levels have their own leadership style. | Slide 3 : | Leadership Across Cultures Leadership styles may vary over different cultures. European managers tend to be more people-oriented than American or Japanese managers. Japanese culture is very collective oriented, while American focuses more on profitability. Time horizons also are affected by cultures. U.S. firms often focus on short-run efforts. Japanese firms take a longer-term outlook. | Slide 4 : | Sources of Power Figure 13.1 | Slide 5 : | Sources of Power Used to affect other’s behavior and get them to act in given ways. Legitimate Power: manager’s authority resulting by their management position in the firm. Can be power to hire/fire workers, assign work. Reward Power: based on the manager’s ability to give or withhold rewards. Pay raises, bonuses, verbal praise. Effective managers use reward power to signal employees they are doing a good job. | Slide 6 : | Sources of Power Coercive Power: based in ability to punish others...
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...Transformational leadership is defined as a leadership approach that causes change in individuals and social systems. In its ideal form, it creates valuable and positive change in the followers with the end goal of developing followers into leaders. Enacted in its authentic form, transformational leadership enhances the motivation, morale and performance of followers through a variety of mechanisms. These include connecting the follower's sense of identity and self to the mission and the collective identity of the organization; being a role model for followers that inspires them; challenging followers to take greater ownership for their work, and understanding the strengths and weaknesses of followers, so the leader can align followers with tasks that optimize their performance.... Background James MacGregor Burns (1978)[1] first introduced the concept of transforming leadership in his descriptive research on political leaders, but this term is now used in organizational psychology as well. According to Burns, transforming leadership is a process in which "leaders and followers help each other to advance to a higher level of morale and motivation". Burns related to the difficulty in differentiation between management and leadership and claimed that the differences are in characteristics and behaviors. He established two concepts: "transforming leadership" and "transactional leadership". According to Burns, the transforming approach creates significant change in...
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...Comparing and Contrasting Leadership Models Rebecca Boning University of Phoenix Comparing and Contrasting Leadership Models The phenomenon of leadership has been studied extensively over many years by a diverse group of researcher for the purpose of understanding how and why some people have power and influence over others and how this impacts society and history. Additionally, understanding how leaders impact organizational success, follower success, and even their own success has been a much sought after and controversial concept. While there are varying leadership models and theories, four leadership models include: transformational leadership model, transactional leadership model, charismatic leadership model, and situational theory of leadership. Four Leadership Models Transformational Leadership According to Avolio and Yammarino (2002), leader-follower interaction can be based on either transactional or transforming. Transactional leader-follower relationship is contingent upon the “exchange of valued items, whether political, economic, or emotional” (Avolio & Yammarino, 2002, p. 7). By contrast, transformational leader-follower relationship is “where the motivation, morality, and ethical aspirations of the leader and followers are raised” (Avolio & Yammarino, 202, p. 7). Transformational leaders, according to Avolio and Yammarino (2002), “act as agents of change by transforming followers’ attitudes, beliefs, and motives from a lower to a higher...
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