Team Leadership Theory
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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Contingency Theories in Action
Contingency theory suggests matching the best leader to a specific situation based on situational factors and the leadership style. The practical application of theory can be done in various ways. The workplace example is to determine the best candidate for a given set of requirements using the LPC score. Applying the model to determine a leader's ability to adapt in the scenario of a new project etc..
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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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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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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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The Fiedler Model of leadership is a contingency theory and states that a leader's effectiveness is based on the situation. There is no one best style of leadership and the effectiveness of a leader in an organization depends on matching the leader to the situation. Leaders should determine the natural leadership style and assess the situation to flex the style.
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In the field of communication studies, there are numerous models. No one model is suitable for all purposes and all levels of analysis. Some common models are known as Lasswell Model, George Gerbner Model, David Berlo Model, Shanon and Weaver Model, Osgoods Model, and Schramm Model. All these describe the four components of the communication process, namely, the source (communicator), the message, the channel, the receiver (audience).
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In emergent leadership, the leader is not appointed or elected to the leadership role but emerges as the leader as he is perceived by others over time as a result of the group's interaction. A person steps up as the leader over time by taking on tasks voluntarily, helping others complete their tasks better, and building consensus among groups.
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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 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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Jung first introduced his personality theory and explained that all humans have a natural impulse to relate meaningfully to the world through productive work and people through significant relationships. He used four psychological functions - thinking and feeling (rational functions) and sensation and intuition (irrational functions). He also used introversion and extraversion and its impact on appropriate leader behaviors.
