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| The first four white papers in this series explored the definition of leadership and how leadership models have changed since the industrial age; offered insights into the leadership abilities that are required today; examined what constitutes true excellence in leadership, and provided guidance on how to develop your personal effectiveness. This final instalment outlines the various leadership theories, and offers tips on how to choose and use your leadership style. |
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Leadership theories
People have sought to explain leadership from many angles. The unrelenting turbulence of the 21st century experience, often referred to as metaphorical climate change in organisational life of all kinds, has had a huge impact on leadership thinking.
According to organisational consultant Margaret Wheatley, we must move from Newton’s traditional mechanistic linear thinking to the holism of quantum thinking and Fritjof Capra’s world of relationships, organic webs and systems.
Below is a review of leadership theory, adapted from Bolden and others.
Great man theories
These are based on the belief that leaders are exceptional people, born with innate qualities and destined to lead. The use of the term “man” was intentional, since until the latter part of the 20th century the concept of leadership was primarily male, military and western. This led to the next school – trait theories.
Trait theories
The lists of traits or qualities associated with leadership exist in abundance and continue to be produced. They draw on virtually all the adjectives in the dictionary that describe some positive or virtuous human attribute, from ambition to a zest for life.
Behaviourist theories
These concentrate on what leaders actually do rather than on their qualities. Different patterns of behaviour are observed and categorised as “styles of leadership”. This area has probably attracted most attention from practising managers.
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