Theory of Idiosyncrasy Credit
Idiosyncrasy Credit Model of Leadership builds upon the awareness that when the emergent leader meets the team's expectations, idiosyncrasy credits are awarded. These credits depend on how the leader fulfilled follower's expectations and what is the impact of the leader's decisions on the follower. When the balance of credits shifts, another leader will emerge.
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Socio-technical theory of leadership focus on the presence of two subsystems in every organization, the interrelatedness of social and technical aspects of an organization. Theory pertains to the social aspects of people and technical aspects of an organization, which means structure and processes within the organization.
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Contingency Theories of Leadership
Contingency theories of leadership focus on both the leader's persona as well as the situation/environment in which that leader operates. These theories consider the context of leadership which means whether or not the leadership style suits a particular situation and states that a leader can be effective in one circumstance and a failure in another one. A leader will be most effective when he applies the right leadership style to a given situation and environment around him. Contingent leaders are flexible and adaptable.
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Self-Fulfilling Prophecy (SFP) Leader Theory
Pygmalion theory of Leadership is a model of SFP at work involving supervisory expectancy based on the pygmalion effect. This effect is a type of self-fulfilling prophecy (SFP) in which raising leader's expectations regarding subordinate performance boosts the group's performance. Managers who are led to demand more from their team, lead the team to better performance. There is some evidence that the SFP effect does exists.
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David Kolb produced this popular model for learning in 1984. The model suggests four stages of learning which most learners go through in order to learn effectively. Leaming is itself a process of change. Something is added to our perception and prepared us for the next impression, which will change our understanding yet more, however minutely. The Kolb contribution is a significant one because it practically equates change and learning.
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Situational Leadership - Application
Situational Leadership Theories are well known and frequently used for training leaders within organizations. Practical application is how to choose the right leadership approach for the situation. The theory emphasizes leader flexibility and advises leaders to flex their style based on the followers' needs. Leaders must adapt their leadership style to fit the prescribed task, understanding given situation/maturity of followers.
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The cognitive resource theory states the influence of the leader's resources on his or her reaction to stress. The cognitive resources of a leader are experience, intelligence, competence, and task-relevant knowledge. Stress is common in resource managing situations, and this cognitive theory emphasizes how intelligence and experience are each best under different stress situations. This theory is the reconceptualization of the Fiedler model.
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The two-factor theory also known as Herzberg's motivation-hygiene theory and dual-factor theory. This motivator-hygiene theory states that certain factors cause job satisfaction whereas certain separate factors cause dissatisfaction in the workplace. An organization can adjust these factors to influence motivation. These factors are respectively termed as motivators and hygiene factors.
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McClelland's Theory of Needs is a human motivation theory which states that an individual's specific needs are acquired over time through our culture and life experiences. As per the three needs theory, these acquired needs significantly influence the behavior of an individual. The three main driving motivators are the needs for achievement, affiliation, and power.
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Trait theories of leadership identify the specific personality traits that distinguish leaders from non-leaders. The trait model of leadership is based on the traits or characteristics of leaders that make them successful in their leading role. These theories use heritable attributes to predict leadership effectiveness.
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Theory Z also called the "Japanese Management" style is a leadership theory of human motivation focused on organizational behavior, communication, and development. It assumes that employees want to enter into long term partnerships with their employers and peers. Offering stable jobs with an associated focus on the well-being of employees results in increased employee loyalty to the company.
