Leadership theories are school of thoughts coined by eminent personalities and psychologists to explain how certain qualities can differentiate an ordinary leader from an eminent leader in the eyes of an organisation or the team members. Earlier the focus was on the qualities that differentiated a leader and a follower, but currently the competition has turned towards exceling as a leader and the various approaches to succeed. The following theories demonstrate various traits and behavioural patterns of leaders as the situation demands.
[1] Trait theory
Trait theory focusses on various qualities and personality that creates a great leader. Carlyle stated that a person is shaped into a leader by his inherent qualities and are not those which could be inculcated. The practice of these traits determines the difference between a great and a mediocre leader. Ralph M. Stogdill proposed that effective leaders possess certain traits prominently. It includes physical (appearance) demographic (social status, educational background, age) cognitive skills (decision making skills, intelligence) and personality (self, confidence, persistence, sociability, teamwork) factors. A person with these core skills is said to possess the leader element in leadership process. In fact, these qualities could be honed by any individual to hold a strong position in the organisation. It helps one to understand one’s own strength and weaknesses and work towards improving oneself. Leadership skill is an art, but still it depends how certain skills are utilised and developed. Self-confidence comes with one’s knowledge in a particular task undertaken, while honesty and integrity are a matter of personal choice and motivation to lead a team depends on the passion and determination to achieve the said target. Ambitious leaders exhibit high energy and work persistently demonstrating confidence and instilling the same in the team members. A great leader has the potential to influence people thereby captivating them in his realm to lead.
[2] Behavioural theory
Behavioural theory evaluates a leader based on the qualities exhibited in the working environment. This theory is a great leap from trait theory which states that leadership qualities are those which are inherited by a person whereas behavioural theory states that leadership qualities could be developed in time. It creates a sense of awareness in a person as it greatly influences the productivity and motivational level of the team. This theory strongly emphasises the point that great leaders are self-made and depends on the personality, beliefs, values, and social skills of the individual. A survey carried out by the ‘Ohio State studies’ and ‘University of Michigan’s studies’ on leadership behaviour was based on two criteria namely ‘Initiating structure’ and ‘Consideration’. Initiating structure is all about how a person as a leader is skilled enough in completing the task at hand by delegating it to the right person with clear directions and motivating them to complete it in time. Consideration is characterised by a person’s relationship with the others like mutual trust and the concern which he shows. A leader who shows concern recognises the problems faced by others and appreciates the efforts put in doing a work. One area which this theory fails to identify is that there is no one particular set of traits which could be adopted by leaders of every field and situation.
[3] Situational Theory
This theory comes with the assumption that there is no fixed style of leadership and the success of leader varies with the techniques he adopts from one situation to the other. An effective and skilful leader knows the tact to mould his approach differently as the situation demands. It also depends upon the people whom he is supposed to lead. For instance, some people are so lethargic and careless that require the authority to exercise their power of control. In such cases, the leader is ought to be authoritative and commanding. On the other hand, there are people who exhibit their full potential under liberty and here the leader is supposed to just assign the task with proper directions and then step back giving the members the freedom to do it in their own manner. Leadership style varies with profession and a particular style cannot be adopted everywhere, as there are certain field which requires technical and domain skill while certain professions demand people skill or interpersonal skills. ‘Hersey-Blanchard Model’ on situational theory states that leadership skill should be based on the task undertaken and people oriented to ensure success in an organisation. This theory has four different approaches of leadership style as ‘Telling’, ‘Selling’, ‘Participating’ and ‘Delegating’. Telling is where the leader gives complete guidance to the team and has an authoritative approach in getting the task done. In ‘Selling’ method the leader assigns the task and steps back and simply motivates them. A leader with participatory approach exercises democracy and acts as one among the team by supporting and appreciating them, while a delegating leader delegates the work and supervises the completion of the task. ‘Goleman’s Model of Situational Leadership’ observes that a leader should adopt the concept of emotional intelligence according to the situation to become successful. Effective situational leaders are flexible and have a proper insight of the team members, show compassion, and encourage them to increase their skills and elevate enthusiasm.
[4] Systems Theory
Systems theory of leadership is where one leads a team or a department, when is not in the authority position but influences others and creates an impact in them by creating conducive conditions so that they can work to their fullest potential. This kind of leadership is required in a complex organisation which demands more of resources, ideas, and expertise of different aspects. The leadership style and the strategy of an organisation is an innovative and adaptive approach based on the behaviour of people, community, and the system. It can be used to catalyse the organisational system and enhance its productivity. The key elements of the Systems Leadership include three components namely ‘The individual’, ‘The Community’ and ‘The System’. This approach is better suited to complex entities with multiple challenges and where the control is not vested in a single person. It involves the commitment of each and every individual along with the coalition of the organisation to create an impact at a larger scale. The strategy adopted should also be flexible and conducive as complex systems are always amenable as the situation demands. Traditional and hierarchical approach of leadership where the control goes from upward to downward direction cannot be applied in an organisation with a complex structure working with several policymakers, stakeholders, and research institutions. The leaders in systems theory develop their own abilities and those involved in the system and catalyse the formation of a powerful network thus enabling progress of the organisation in its entirety.