Neo-Emergent Theory
Neo-Emergent Leadership theory supports that leadership is created through the emergence of information. Leaders can only be recognized after a goal is met. Follower’s perception of leaders is influenced by the ways these goals were accomplished.
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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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There are four major factors in leadership called Leader, Follower, Communication, and Situation. The success of the leader is dependent on how the leader is effectively able to communicate and motivate followers to perform desired tasks using the appropriate leadership style best suited for the given situation. Interdependencies and dynamics of these four factors of leadership must be considered by a leader to be effective.
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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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The ten most important qualities that define a good leader are self-awareness, interpersonal and communication skills, ethical values, organizational consciousness, self-confidence, adaptability and flexibility, imagination and creativity, focus & result-orientation, continuous self-development and accountability and ownership for his actions. These ten qualities of leadership every good leader should possess to a certain extent and must continually strive to develop them.
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The Vroom-Yetton model is designed to optimize for the current situation the leadership style for best decision-making. Its a decision model formulated with contribution from Arthur Jago on how to make group decisions. The leader must gather information from the team prior to making the decision and involves more people in the decision process.
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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.
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University of Iowa Studies was the first leadership study to analyze leadership using scientific methodology. The study was conducted by Lewin, Lippitt, and White and worked on different styles of leadership. The studies explored three leadership styles - authoritarian, democratic, and laissez-fair leaders. This early study was very influential and established three major leadership styles.
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The great man theory of leadership is a 19th-century idea that states a person is either a natural-born leader or not. Some people are born with the necessary leadership attributes that help them create a great impact on society, politics, or the military. The theory focuses on identifying the innate qualities and characteristics possessed by great men.
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The Leader-Member Exchange Theory (LMX), also called the Vertical Dyad Linkage Theory is a relationship-based approach that focuses on the two-way (dyadic) relationship to get the best from all team members. How leaders maintain their position in groups and develop an exchange with each of their subordinates. How leaders and members develop relationships that can contribute to growth or hinder development.
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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.
