Written by Kari O'Neill, former SDSU Extension Community Vitality Program Manager.
Since we have new leaders in our country and many new leaders locally, it might be timely to take a look at a few leadership theories that have been popular over the past two centuries. Dr. Kurt Lewin, an influential psychologist who did research in group dynamics, said, “There’s nothing so practical as a good theory.”
Karl Bradley, an Extension Foundation blogger and facilitator, wrote recently about ten popular leadership theories, a few of which we will examine.
Popular Theories
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Great Man: The Great Man Theory existed in the mid-1800’s with the thought that great leaders are born…not developed. That theory seems to match early monarchy rules that allowed only people from certain bloodlines to ascend to the throne as rulers. This theory may be hard to imagine today, although remnants can be found in the way offspring of certain families may find it easier to be elected to office than “outsiders” with no former elected leaders as ancestors.
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Trait: The Trait Theory of Leadership was popular in the 1930’s and ‘40’s. The thought that there were ideal characteristics for leaders to possess made this theory a bit more about a person’s character, and less about their ancestors. Parts of this theory may be useful today.
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Skills: The Skills Theory of Leadership, popular in the 1940’s – ‘50’s, added the notion of learning and achieving to the Trait Theory. It maintained that there are ideal technical, personal and conceptual skills for both managers and leaders. At this point, classes in leadership began to be developed and added to university curriculums.
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Style: At about the same time, the Style Theories of Leadership became a method to map the way leaders were inclined to exert their power. The thought that adopting styles such as “autocratic and demanding,” “democratic and participatory,” or “laissez fair and unengaged,” helped to place people in slots that best described their attributes as leaders.
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Situational: In the 1960’s the Situational Leadership Theory made leadership dependent of what was happening at the time. The thought of not having a one-size-fits-all-model meant that leaders needed to adapt according to situations they had to deal with during their tenure.
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Transactional: The 1970’s saw a more quid pro quo approach to leadership. The Transactional Leadership Theory was based on the premise that people follow based on ‘transactions’ inside a mix of rewards, incentive and punishments.
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Transformational: The 1970’s was also a time to promote Transformational Leadership, investing in leaders gaining commitment of followers by inspiring, encouraging, and caring for them. A bit the opposite of the Transactional theory, this thought lent towards leaders as learners, too; and many teachers in the ‘followers’ group.
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Servant: Finally, Servant Leadership Theory (1970’s – 80’s) starts by identifying needs of the followers and views the leader in the role of service to others.
Today our leadership expectations settle inside Situational, Transformational and Servant leadership theories. If every follower is a volunteer and leaders engage in voluntary influence for others, then leadership in a digital world will most of all require heightened self-awareness. Self-awareness of how our behaviors project our intentions helps others manage better and lead well.
Source
The Leadership Challenge, John Kouzes and Barry Posner.
