Leadership Taxonomy

inlet There a numerous leading theories that help manage a productive business. These theories include techniques that maintain been experienceed and unceasingly improving since 1888. Theorists such as doubting Thomas Carlyle, Kurt Lewin, and crowd together Kouze, have developed char moeristics they gestate depart shape the attractions of tomorrow. These characteristics be structured together to create theories base on personality, alliances, and evolutional fashions. The following forget provided an organized overview of ten theorists and the characteristics they believe to develop successful draws. Theorist surmise gentle opening Characteristics Year Thomas Carlyle undischarged Man According to this surmise, youre either a natural born draw or c. 1888 youre non. The term corking Man was use because, at the time, leading was thought of generally as a male quality, especially in scathe of military leadinghip. (About, 2011) The am ple Man lead guess became more(prenominal) prevalent during the 19th century and was developed from the success of several famous leaders. A famous quote that sums up this theory is great leaders ar born, not Made. ( changing Minds, 2011) Cherry, K. (2011). The Great Man surmise of leaders. In About. Retrieved October 2, 2011, from http//psychology. about. com/od/leadership/a/great-man-theory-of-leadership. htm Straker, D. (2011). Great Man Theory.In Changing Minds. Retrieved October 2, 2011, from http//changingminds. org/disciplines/leadership/theories/great_man_theory. htm Gordon Allport Personality attri neverthelesse Theory The singularity approach to personality is one of the major(ip) theoretical c. 1936 areas in the study of personality. The trait theory suggests that individualist personalities are peaceful broad dispositions. (About, 2011) Allport discovered that there are more then 4,000 words to force personality traits.All port categorized those traits into trine variant takes, Cardinal, Central and Secondary traits. Cardinal traits were characterized as traits that dominate an individuals unhurt life.Central traits are general characteristics of an individual personality that would affect their leadership quality. impairment such as intelligent, honest, shy and hot are considered central traits. (About, 2011) Secondary traits reefers to attitudes or preferences that appear in certain situations or from the run of a specific circumstance. Cherry, K. (2011). Trait Theory of Personality. In About. Retrieved October 2, 2011, from http//psychology. about. om/od/theoriesofpersonality/a/trait-theory. htm Cherry, K. (2011). leaders Theories 8 Major Leadership Theories. In About. Retrieved October 2, 2011, from http//psychology. about. com/od/leadership/p/leadtheories. htm Kurt Lewin Lewins leadership vogues Lewins developed three leadership dahs, autocratic, r epubli faecal matter c. 1939 style and laissez-faire(prenominal) style. In the autocratic style, the leader takes ratiocinations without consulting with others. The ratiocination is made without any realize of consultation.In Lewins experiments, he found that this ca apply the most level of discontent. (Changing Minds, 2011) The autocratic style is used when the result from a finality would not transmute if it had the input from others. In the democratic style, the leader involves the batch in the decision-making, although the process for the final examination decision may vary from the leader having the final say to them facilitating consensus in the group. (Changing Minds, 2011) The democratic style is a group decision making process. This style usually opens it up for individuals to voice their opinions and can create stroke and problems. The laissez-faire style is to minimize the leaders b attle in decision-making, and hence allowing people to bring their own decisions, although they may stock- unsounded be responsible for the outcome. (Changing Minds, 2011) When individuals are motivated to nurse their own decisions and there is no destiny for a central coordination, the laissez-faire style would be best suited for that situation. Straker, D. (2011). Lewins leadership styles. In Changing Minds. Retrieved October 2, 2011, from http//changingminds. org/disciplines/leadership/styles/lewin_style. htm F. E.Fiedler least(prenominal) Preferred Co- clobberer Leaders rate between working class- point and people- strain. c. 1964 (LPC) Theory Relationships, power and trade union movement structure are the three report factors that drive in force(p) styles. ( Changing Minds, 2011) Fiedler used a scoring system to be able to determine if that leader would work with that person again. High LPC leaders campaign to have close and positive relationships and act in a supportive way, unconstipated prioritizing the relationship before the task. Low LPC leaders put the task send-off and will turn to relationships only when they are well-to-do with how the work is going. (Changing Minds, 2011) Three identifying factors Leader-Member Relations labor structure Leaders Position-power Straker, D. (2011). . In Changing Minds. Retrieved October 2, 2011, from http//changingminds. org/disciplines/leadership/theories/fiedler_lpc. htm Rensis Likert Likerts leadership styles Likerts quaternion style of leadership were developed close to decision c. 1967 making and how much people are involved in the decision making process. Likerts quaternity styles are consumptive lordly, benevolent authoritative, consultatory, and participative. The Exploitive authoritative style is a style where the leader has low- no concern on how their actions will psychologically affect people. This style is base get rid of of fear and threats in order to follow through the task at hand. The Benevolent authoritative style is a complete mated of the Exploitive authoritative style.This style involves racy ranked leaders in an disposal listening to the concerns of individuals lower in the organization. The consultative theory is focused on still listening to the upward flow of information, further generally decisions are still centrally made. The participative theorys where leaders maximize methods to engage with people lower worst in the organization in the decision-making process. Straker, D. (2011). Likerts leadership styles. In Changing Minds. Retrieved October 2, 2011, from http//changingminds. org/disciplines/leadership/styles/likert_style. htm D. J.Hickson strategic Contingencies The strategic contingencies theory states that if a person doesc. 1971 Theory no they charisma but that person possesses the ability to solve problems they still can be a effective leader. The theory helps to objectify leadership techniques, as opposed to relying on personalities. (Leadership-Central, 2011) Strategic Contingencies Theory (2011). In Leadership-central. Retrieved October 2, 2011, from http//www. leadership-central. com/strategic-contingencies-theory. hypertext mark-up languageaxzz1ZeSf2sGc Dr. Paul Hersey, Situational Leadership Hersey and Blanchard leadership model was developed into four stylesc. 972 Ken Blanchard puzzle (S1 to S4) to match the employee development level (D1 to D4). Leaders should adapt their style to follower development style (or maturity), based on how ready and willing the follower is to perform required tasks (that is, their competence and motivation). (Straker, 2011) behavior one is Telling/Directing which is desi gned for an employee at a D1 level. This employee is a t a low competence, low commission level to the company. modal value two is interchange/ Coaching which is designed for a employee at a D 2 level. This employee has slightly competence and a variable payload to his/her position. Style three is Participating/ backing which is designed for an employee at a D3 level.This employee has high competence but still a variable commitment to his/her position and the company. Style four is Delegating/ Observing which is designed for a employee at D 4. This employee with have a high competence and a high commitment to the company. At level S1 the leader is high task focus and not real focus on the relationship. As you reach a S4 the leader has a low task focus and a low relationship focus. At S3 that is where the leader builds a strong relationship to develop that employee into a D4. Straker, D. (2011). Hersey and Blanchards Situational Leadership. In Changing Minds. Retrieved October 2, 2011, from http//changingminds. org/disciplines/leadership/styles/situational_leadership_hersey_blanchard. htm Situational Leadership- About us (2011). In Situational Leadership. Retrieved October 2, 2011, from http//www. situational. com/about-us/ Dansereau, Graen, Leader-member vary (LMX)How a leader maintains leadership through working with her or c. 1975 and Haga his supporters, those entrusted with function and advisers defines the Leader-member Exchange theory as a method for exerting and maintaining leadership. (Leadership-Central, 2011) LMX is a intuitive theory and would be more expected from a leader-group structure. LMX uses three stages of development. Organizational Stage usage Development Leader-led relationship Leaders in this theory can range from a person leading a smooth discussion group or a supervisor of a work crew to heads of countries or empires. The more complex the task and organization, the more factors enter into the organizational dynamics. (Leadership-Central, 2011) Leader-Member Exchange Theory LMX (2011). In Leadership-central. Retrieved October 2, 2011, from http//www. leadership-central. om/leader-member-exchange. htmlaxzz1ZeSf2sGc James MacGregor Burns Transformational Burns Transformational leadership Theory, in other words, c. 1978 Burns Leadership Theory Burns focuses upon motivations and determine in judgeing how a leader approaches power. This aspect of having that basic honest system sets leaders apart from those and aspiring to power. (Leadership-Central, 2011) Burns theory appeals to those enkindle in developing social values and individual purpose. Burns theory asks a fundamental question of what the ultimate inclination of leadership is and why one should be a leader. Burns Transformational Leader ship Theory (2011). In Leadership-central. Retrieved October 2, 2011, from http//www. leadership-central. com/burns-transformational-leadership-theory. htmlaxzz1ZeSf2sGc inscrutable, B. M. Transformational Leadership abstruse defined transformational leadership in terms of how the c. 1985 Theory leader affects followers, who are intend to trust, admire and respect the transformational leader. (Straker, 2011) Bass set forth three ways which leaders can transform their followers. Easing their awareness of task importance and value. Getting them to focus first on team or organizational goals, rather than their own interests. Activating their higher-order needs. Bass Transformational Leadership Theory (2011). In Leadership-Centeral. Retrieved October 2, 2011, from http//www. leadership-central. com/bass-transformational-leadership-theory. htmlaxzz1ZeSf2sGc Straker, D. (2011). Bass Transformational Leadership Theory.In Changing Mi nds. Retrieved October 2, 2011, from http//changingminds. org/disciplines/leadership/theories/bass_transformational. htm James Kouze and Leadership Participation particularised factors are listed in a checklist form that c. 1987 Barry Posner register organizers can use to assess a groups affinity to a leader. season they are subjective, they are better than zilch and can help in a focus on organizational problems. (Leadership-Central, 2011) louvre characterizes for successful leadership 1. Role Model 2. Inspiration 3. Facing Adversity 4. mandate 5.Generates Enthusiasm Leadership Participation Inventory (2011). In Leadership-central. Retrieved October 2, 2011, from http//www. leadership-central. com/leadership-participation-inventory. htmlaxzz1ZeSf2sGc