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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Leadership Traits – A great List
What are the qualities and characteristics of a good leader? Great leaders possess core leadership traits and skills. The list includes the most important leadership qualities and skills to look for in a great leader. These are must-have traits of a powerful and successful leader, the qualities a leader possess to be great.
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The Valence Model of Leadership
The valence model of emergent leadership is based on a group-development sequence. As per the valence model, the process of emergent leadership passes through three distinct stages; Orientation, Conflict, and Emergence. Group members willingly start following and obeying the leader who has passed the "emergence threshold."
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Early studies on leadership were done at Ohio State University using the Leader Behavior Description Questionnaire to identify the leader's observable behaviors. Ohio State study on leadership found two behavioral characteristics of leadership - people-oriented (consideration) and task-oriented (initiating structure) leadership style.
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Attribution Theory of Leadership
The attribution theory of leadership deals with the formation of individual opinions about the reasons for particular events or observations. People will always try to understand why people do what they do. The leader will make a judgment about his employees based on his attribution of the causes of the employees' performance. Individuals will also make inferences about the leader and react to poor performance by the leader.
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Strategic Contingencies Theory is a theory of intra-organizational power. The power of a subunit or individual depends on a few contingencies and that the more contingencies are controlled by a subunit, the greater is its power. The theory focuses on tasks that need to be done in the form of problems to be solved, thus de-emphasizing personality.
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McGregor's Theory X and Theory Y
McGregor created Theory X and Theory Y of human work motivation and explained two styles of management known as authoritarian (Theory X) and participative (Theory Y). Theory X management assumes most people will attempt to avoid work whereas Theory Y managers trust their people to take ownership of their work.
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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.
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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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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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Management theories are the recommended management strategies that enable us to better understand and approach management. Many management frameworks and guidelines were developed during the last four decades.
