Burns Transformational Leadership Theory
Transformational leadership theory has been defined by James MacGregor Burns as a process where both leaders and followers mutually raise one another to higher levels of morality and motivation. The concept of transforming leader works with teams to garner trust, respect, and admiration while reaching to higher moral positions. The transformational theory of leadership was developed while studying political leaders and how they use charismatic methods to attract people to the values.
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Rensis Likert studied the patterns and styles of managers and developed four management systems known as Likert's management systems. These styles developed by him are known as Likert management systems. System 1 - Exploitative Authoritative; System 2 - Benevolent Authoritative; System 3 - Consultative and System 4 - Participative.
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Michigan Leadership Studies led to behavioral Leadership Theory as a result of a leadership study conducted at the University of Michigan. Michigan studies identified three important behaviors of leadership called task-oriented behavior, relationship-oriented behavior, and participative leadership. Two leadership styles associated with studies are employee orientation and production orientation.
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Transactional Analysis also is known as the theory of human personality was proposed by Eric Berne in the 1950s. This theory of transactional leadership defines three different ego states in a person who engages in transactions with another person's ego states. These three ego states refer to major parts of an individual's personality and reflect an entire system of thought, feeling, and behavior.
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Role theory is a concept in sociology and the role theory of leadership borrows these concepts to explain how people adapt to specific organizational and leadership roles. How the leaders and followers in an organizational context define their own roles, define the roles of others, how people act in their roles and how people expect people to act in their roles within the organization.
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Generating Ideas using Brainstorming
The brainstorming technique was developed by Alex F. Osborn in 1957 and brainstorming means where a team of members generates a large amount of alternative fruitful ideas on a specific problem without any criticism and then evaluates each idea in terms of their pros and cons. Brainstorming techniques fall into four broad categories: visioning, exploring, modifying, and experimenting.
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Have you ever resonated that there seem to be as many different ways to lead people as there have been great leaders? When we recall the success of Mahatma Gandhi, Nelson Mandela, Abraham Lincoln, Napoleon Bonaparte to Steve Jobs and Jack Welch, we also notice that they all used different approaches that were suitable to their specific situations and circumstances. Over the last century, researchers and psychologists have developed simple ways to describe the “Styles of leadership” and in this section, we will explore these commonly known leadership styles.
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Certain generally accepted truths or principles of communication are important to consider when communicating with others. These principles hold true for all people in every culture. By understanding these principles, you will experience greater communication effectiveness. An effective communication system is one that achieved its objectives. Communication is effective where there are no barriers to communication.
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Team leadership theory is a recent leadership theory that does not discriminate between the leader and the other team members. The approach considers contributions from each team member to be critical for organizational success. This approach focused on the overall team effectiveness and team problems are diagnosed and action is taken to remediate weakness. This approach provides for taking corrective action when the leader deems necessary.
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Behavioral Theories of Leadership
Behavioral Theory of leadership is a big leap from Trait Theory, as it was developed scientifically by conducting behaviour focused studies. The theory emphasizes that leadership capability can be learned, rather than being inherent. This theory is based on the principle that a leader's behaviors can be conditioned in a manner that one can have a specific response to specific stimuli.
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Bass's Transformational Leadership Theory
Bass Transformational Leadership Theory is based on performance beyond expectations approach which defines four elements of transformational leadership. The 4 elements described by Bernard A. Bass in 1985 are Idealised Influence, Intellectual Stimulation, Individualised Consideration, and Inspirational Motivation. This study highlights four key insights about performance beyond expectations and associated criteria to measure it.
