Unit 2: Leadership Theory
People have studied leadership since ancient times, and theories of leadership have been around for centuries (Plato, Sun Tzu, Machiavelli, and so on). However, it wasn't until the 20th century that modern theories began to take shape. Today, researchers study leadership the same way that they study other aspects of psychology: they seek to get a better understanding of people's behavior and motivation.
The problem with some of these theories is that they tend to contradict instead of complement each other. They seek to identify one set of rules or behaviors that turns someone into a leader. The reality is likely a combination of all the theories and some ideas that have yet to be defined. It is best to study these theories with an open mind and understand that they each have their own merits. Remember that emphasis should not be placed on any one theory.
Completing this unit should take you approximately 19 hours.
Upon successful completion of this unit, you will be able to:
- describe the key traits of an effective leader;
- compare and contrast the competing behavioral theories of leadership;
- analyze the impact of situations on leadership effectiveness;
- describe the skills associated with effective leadership; and
- assess the effectiveness of visionary leadership.
2.1: Trait Theory
The trait theory of management is the belief that leaders are born with certain characteristics (or traits) that make them successful. In other words, being a leader is innate or based on the qualities of one's personality. This theory assumes that a person who is born with certain traits will ultimately be a great leader.
Read this section. In your journal, rank the four groups of leadership traits in the order you feel they are important. Explain your rationale in a paragraph. Those four groups of leadership traits are personality, demographic, task competence, and interpersonal attributes.
This article lists the nine personality traits identified by leadership research pioneer Raymond Cattell in 1954 and several traits uncovered since then. Would you add any additional traits that you believe a manager or leader would need in the modern workplace?
Read this article and then answer this question in your journal. Are entrepreneurs more likely to be managers than leaders, or vice versa? Explain your position in a few paragraphs.
2.2: Behavioral Theory
Read this section. Do you believe that a technology-oriented leader should be added as an additional description? Why or why not?
Read this section. Considering that the University of Michigan's behavioral studies are over 50 years old, do the findings still hold validity? Why or why not? Explain your response. Then, record in your journal whether you feel the behaviors discussed in the section about the Ohio State studies, namely "consideration" and "initiating structure", are dichotomous, or if they exist on a continuum. Compare and contrast the two universities' studies.
Review this synopsis of Blake and Mouton's research. Considering the grid created by the two dimensions, "concern for people" and "concern for production", where would you plot your own leadership style? Write your thoughts in your journal. Also, take this time to think about what some other names for the five categories Blake and Mouton describe could be. Can you think of an alternative name for each category based on their description?
There are some ways that the family unit is like an organization that the principles of management and leadership could apply to, but there are some very important differences. Can you spot them?
2.3: Situational Leadership
Read this section. Take note of the learning outcomes and the key points. After you read, attempt the exercises at the bottom of the page. Record your responses in your journal.
Watch this video. Then, in your journal, explain why it can be beneficial to bring the leader bad news and why employees should be appreciated for making mistakes.
Read this section and study each of the four models closely. Which of them have you seen in action?
2.4: Skill-Based Leadership
By the end of this article, you should be able to explain why competency does not equal competence. Can you?
2.5: Visionary Characteristics
Read this article and consider how a concept like charisma would or would not relate to the traits presented in this article. Are transformational leaders always charismatic? Do you believe charisma is an innate skill or can it be learned? Explain your choice in your journal.
2.6: Transformational Leadership
Read this section. Keep this information in mind as you head into Unit 3. Transformational leadership and organizational change go hand-in-hand. In your journal, list some connections between transformational leadership, progress, and organizations.
Unit 2 Assessment
Take this assessment to see how well you understood this unit.
- This assessment does not count towards your grade. It is just for practice!
- You will see the correct answers when you submit your answers. Use this to help you study for the final exam!
- You can take this assessment as many times as you want, whenever you want.