Leadership Theories 1


This section contains information on a number of leadership theories and models.


Interest in what makes effective leaders is one as long as history itself. It is a topic of constant study and discussion where everyone seems to have a view and where definitions of leadership are as varied as the explanations. More recent day definitions and study have focused on leadership and change, vision building and empowering others.

Hawthorne Studies and Kurt Lewin and Likert
- participative styles of leadership lead to increased job satisfaction and higher performance.

Contingency theories
basically all argue that the 'right' or an effective leadership style varies according to the context. e.g. Blake and Mouton's managerial grid which has been very influential in organisation development practice.
Interview with Blake about the Grid

Instrumental theories stress task and person oriented behaviour (e.g. participation, delegation) by the leader to gain effective performance from others.
Inspirational theories include charismatic leaders, transformational leadership. The leader appeals to values and vision and enthuses others raising confidence in others and motivating them for change.
Informal leadership
looks at behaviours associated with those who are not appointed to authority but assume leadership in other ways.
Path-goal theory
looks at what leaders must do to motivate people to perform well and to get satisfaction from work. It draws on the expectancy theory of motivation - four leadership styles: supportive, directive, participative and achievement oriented.

The choice of style depends on the task and the individual e.g. routine tasks = supportive style, complex = directive leadership.

Keep in mind that most of these theories are North American in origin and do not necessarily take account of cross cultural difference.

They are also almost all drawn from observation and study of men and some women question their validity for women in leadership roles.


Fielder one of the leaders of the contingency school -offered a continuum ranging from task-focused to people-focused leadership. He argued that the most effective style depended on the quality of relationships, relative power position between the leader and the led and the nature of the task. He also argued that the style adopted is relatively stable and a feature of a leader's personality and could therefore be predicted. He distinguishes between task oriented, relations oriented leaders. (LPC scale)

Hersey and Blanchard
- situational leadership where dimensions are linked to task and relational behaviour. Task behaviour focuses on defining roles and responsibilities whereas relational behaviour is more about providing support to teams. The extent to which either is used depends on the person's job maturity and psychological security. Their test looks at elements around delegate, participate, sell or tell.


Charismatic leaders
the focus of many management books e.g. 'In Search of Excellence' and biographies of corporate leaders. Weber was among the first to apply this term. Their leadership comes from their compelling vision that draws in commitment and acceptance of change, and offers a potential for anyone to grow and develop with the vision. Words used are trust, loyalty, devotion, commitment, inspiration,admiration, outstanding, exceptional. A recent overview comes from House & Shamir who see it as ability of person to get an intense moral commitment and a strong identification from subordinates. They list a number of behaviours ranging from articulating the vision, passion, self sacrifice, risk taking, symbolic behaviours etc.


You may find that the term transformational leadership is used instead of charismatic leadership. This is a new paradigm and can offer a distinction between transformational ( take people beyond self interest, raise motivation and moral commitment) and transactional ( exchange of rewards / threats for compliance.
Note that many now make a distinction between management and leadership. E.g. Bennis puts forward some specific differences between the two roles.
Manager - Administers, maintains, focuses on systems & controls and the short term view, asks how and when, keeps eye on the bottom line
Leader - Innovates. Develops, focuses on people, inspires trust, asks what and why has a long-term view and an eye for the horizon
Bennis & others also distinguish between transformational (doing the right thing) and transactional leadership (doing things right). This distinction is often quoted as the difference between management and leadership.

Page updated February 5, 2004