Social Identity Theory
The social identity theory of leadership views leadership as a group process. Social identity is a person's sense of who they are based on their group membership. Social identity theory sets agendas and goals generated by social categorization, defines who we are based on processes associated with social identity, and motivates to conduct ourselves based on what followers think of the leader.
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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 four theory of leadership was formulated after studying hundreds of leaders and the model includes four basic dimensions of effective leadership - support; interaction; facilitation; goal emphasis, and work facilitation. This model was tested as a predictor of an organization's effectiveness.
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Five Factors Model (FFM) also known as Five-Factor Personality Model is based on five broad personality traits which are extraversion, neuroticism, openness to experience, agreeableness, and conscientiousness represented by acronym OCEAN, these traits are often referred to as the “Big Five”.
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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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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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The Hersey and Blanchard Situational Theory model suggests that a leader must adapt his leadership style based on task and relationship behaviors appropriate to the situation. Leadership style is dependent on the maturity level and abilities of followers. Under this model, successful leadership is both task-relevant and relationship-relevant.
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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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The group and exchange theories of leadership are derived from social psychology. These have their roots in the exchange theory. Leaders from different kinds of relationships with various groups of subordinates. Group theories describe how leaders need to maintain their position in group dynamics.
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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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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.
