Leadership theory taxonomy
Order Instructions:
A 1-page taxonomy that follows the Leadership Theory Taxonomy Template available in this Module’s Learning Resources to the Assignment Part 1 – Module 2 link.
A 4- to 6-page (not including cover page or references) Leadership Theory Taxonomy paper that explains in detail each theory listed in the taxonomy, by synthesizing multiple scholarly references and examples. This paper will be submitted to the Assignment Part 2 Turnitin – Module 2 link. Be sure to include the following in your paper:
Five peer-reviewed scholarly resources in addition to those offered by the Learning Resources
Specific examples of two of the four theories drawn from experiences or scholarly literature
Work that adheres to APA style
SAMPLE ANSWER
Leadership theory taxonomy
Over the number of years, leadership has continuously evolved giving rise to the different types of leadership positions. The leadership theory taxonomy studies the behavior, traits and ability of a leader to play the important role that the society expects them to play. The various leadership theories are defined by the various unique characteristics and they vary considerably. In this study, three types of leadership’s taxonomical theories are going to be explored. The three include transformational, situational leadership taxonomy, contingency and leader- member exchange.
Transformational leadership theory
Transformational leadership refers to the mode that goes beyond the normal running of day-to-day operations in any business organization. It depicts the leadership of the future whereby the leader is more interested in creation of a vision for the company. Transactional leadership runs or provides a mechanism to run the day-to-day operations without much focus on the future goals of any company (Patrulescu, n.d ). The transformational style was coined in the year 1973 by Downtown. It puts more emphasis on providing motivation or morale for their employees, understanding their problems and looking at the bigger picture of trying to solve such problems. It also places high regard to the employees of a given company and urges them to put more focus on the good of the group rather than the individual interests. Additionally the leader serves to motivate and inspire those under them, at the same time providing them with an opportunity to make solo individual positions regarding several types of issues (Sarros& Santora, 2001).
The common four features that describe the transformational leaders are referred to as the 4is. They include intellectual stimulation, inspirational motivation, individual consideration and idealized influence. Transformational leaders are open-minded and tend to agree with most of the employees wishes. They area also extraverts and conscious of the surrounding climate that their employees face. A perfect example of a transformational leader was Nelson Mandela. Nelson managed to inspire confidence in the people of South Africa in abolishing apartheid in South Africa .similarly Martin Luther King Junior similarly managed to abolish discrimination between the whites and blacks providing them with equal opportunities in the united States. Meanwhile Nelson Mandela urged forgiveness between the native compatriots of south Africa and the Boers who had racially segregated them. The followers since they looked upon the leader they agreed to let by gones and embrace each other thanks to the leader (Sarros& Santora, 2001).
Situational leadership theory
Situational leadership charges leaders to change basing on the various conditions or circumstances. The four main leadership characteristics that define the leadership are delegative, supportive, directing and coaching role. The delegative role allows the leadership to assign powers or specific job details to other employees to act on their behalf in making certain conditions or situations. The delegative style of leadership is considered as one of the highest form of leadership position. Supporting leadership form allows the individual leader to consciously partner with their employees or subjects in assisting them to achieve their various roles or goals.. the leaders in this case act more as consultants assisting the employees where some matters may be difficult or complex (Graeff, 1997)..
The coaching mode of leaders requires both directive and supportive principles from the leader. The leader is supposed to teach the employee about key aspects concerning their jobs. The employees or followers of the leaders might not have particular knowledge concerning a given subject. Therefore , the mode that leader, uses ultimately defines whether the followers would understand the said concepts. It becomes imperative that leaders become more supporting in assisting the employees. The leader should direct the employees or followers to acquire the basic knowledge and skills. Finally yet importantly, the directive method employed in situational leadership is used in providing supervision. Situational leadership is much more of an adaptive mod of leadership practiced by most leaders throughout the world( Nye, 2013).
Contingency theory
Similar to the situational theory, contingency theory defines circumstances between leadership styles and different situations. The success of the leader depends on the task structure, subordinates and the power position. The task structure requires every aspect of the task to be organized clearly. The leader power position provides the leaders with an option of firing the employee in case they do not meet the organizations goals or objectives. The leader has the option of hiring new employees. The leader’s member relationship in the structure would determine the success of the leader. A closer relationship between the leader and the members results in a higher chance of success. The best way of organizing a given organization is in the managing the task ahead. The contingency structure puts more emphasis on using different managing practices in different organizations
Leader-member theory
Leader- member exchange theory puts more emphasis in the communication structure between the leaders and their subordinates. The more and closer the relationship between the leaders and the subordinates the more the higher of success in an organization. By having the leader –member theory, the members know the exact roles they are to play in the company in realizing the set objectives. The leader in this case provides a better organizational climate due to the close relationship. A better communication structure results in provision of solutions to the problems that affect the organization. Leaders have an important role in building this communication barriers and the only way to enhance this communication is via breaking the normal communication barriers (Sherman,2002).
Leaders –member exchange theory has three important roles. Role taking, role making and routinisation of the roles. Role taking involves the leader’s ability in assign new roles to every new member that joins a specific team. Role making involves the assigning the members in a given group. The in-group recognizes employees or composed of members who have proved their loyalty and trust to the leader(Antonakis, & House, 2014). They are provided with unrestricted opportunities in doing most of the task since they are completely trusted. People in this group have a similar personality to the leader. The out-group is composed of employees who have shown distrust or have been not loyal to the leaders. The communication structure is a little bit broken and the members of the group are a restricted access. Finally yet importantly, in daily company routines, in-group members tend to rely on the leaders and would want to maintain a good impression to their leaders. Out-group members have a lot of distrust for their leaders and never carry out activities in the right manner (Antonakis & House, 2014)..
In conclusion, the different taxonomical theories underlying the various types of leadership ultimately defines the type of leader in any organizational setting and climate. Additionally, the leaders who are the forefront of maintaining the image of the company should choose one of the methods to lead their organization.
References
Antonakis, J., & House, R. (2014). Instrumental leadership: Measurement and extension of transformational–transactional leadership theory. The Leadership Quarterly, 25(4), 746-771.
Graeff, C. (1997). Evolution of situational leadership theory: A critical review. The Leadership Quarterly, 8(2), 153-170. https://www.doi:10.1016/s1048-9843(97)90014-x
Hesselgreaves, H., & Scholarios, D. (2014). Leader-member exchange and strain: a study of job demands and role status. Human Resource Management Journal, 24(4), 459-478.
Nye, J. (2013). Transformational and transactional presidents. Leadership, 10(1), 118-124. https://www.doi:10.1177/1742715013512049
Patrulescu, C. Comparison and Contrast of Trait-Based, Situational and Transformational Leadership Theories. SSRN Electronic Journal. https://www.doi:10.2139/ssrn.2132126
Sarros, J., & Santora, J. (2001). The transformationalâ€transactional leadership model in practice. Leadership & Organization Development Journal, 22(8), 383-394. https://www.doi:10.1108/01437730110410107
Sherman, J. (2002). Leader Role Inversion as a Corollary to Leader-Member Exchange. Group & Organization Management, 27(2), 245-271. https://www.doi:10.1177/10501102027002005
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