Introduction
Leadership theories are assumptions that define the different styles of influence or authority that those in charge of groups or organizations exert on their followers or subordinates. They define the leader’s capacity to coordinate, cooperate, organize, and motivate their teams (Bass, 1990). This paper will evaluate leadership as a complex process based on traits, situational, behavioral, transformational, and path-goal approaches. Besides, each theory has its own style, strengths, and weaknesses.
Trait Theory
Overview
This theory holds that individuals possess qualities that make them leaders. For example, it suggests that characteristics such as height, extraversion, intelligence, and fluency should be inherent in a person and be used to define their authority (Bryman, 1992). It emphasizes the importance of the group leader in the process and outlines characteristics that organizations should look for in leadership (Northouse, 2016). Thus, it creates identities that can be used to assess supervisors and managers on their work and to enhance their performance.
Weaknesses
Over the years, many traits have emerged, and the theory has failed to limit them to a specific, definitive number. In addition, the approach does not account for situations involving organizations. For instance, qualities that could make an individual a leader in one context may not be applicable in another (Northhouse, 2016). Lastly, it has led to a subjective assessment of the key leadership characteristics, with each scholar sharing their own experiences.
Behavioral Theory
Overview
The behavioral approach focuses on what leaders do and how they act. It is defined by tasks that ensure goals are executed and relationships that enable the leaders and subordinates to feel comfortable with each other and the situations they find themselves in. Consequently, effective leadership occurs when there is a balance between these two (task and relationship behaviors), which form the core of the process (Northhouse, 2016). Furthermore, it assists leaders in understanding their role, actions, and offers them an opportunity to learn about themselves and how they appear to the team or followers.
Weaknesses
There is no clear information on how a leader’s behavior is related to work performance. Studies have failed to link tasks and relationships with outcomes such as job satisfaction, productivity, and motivation (Yukl, 1994). The approach has failed to determine a universal behavioral style that can be replicated in all circumstances. Lastly, it is viewed as implying that the most efficient technique is the high task and high relationship; however, it cannot be applied in all situations, as certain circumstances may require different methods.
Situational Theory
Overview
The theory implies that leadership relies on the situation at hand. Its premise is that different circumstances require distinct approaches, and those in authority must adapt to followers’ demands (Northhouse, 2016). It is frequently used to train organizational leaders because corporations view it as an excellent model for effective leadership. Practically, it is easy to understand, applicable across many settings, and provides a straightforward approach to decision-making (Northhouse, 2016). Lastly, its focal point is that leaders cannot use a single style and must be willing to adapt to the needs of different situations.
Weaknesses
It is unclear what the development levels of followers are. There is no clarity on how commitment and competence are combined to create distinction. Furthermore, there is a gap between the model and subordinates’ leadership style. For example, a study by Vecchio (1987) of 300 high school teachers and their principals found that newly recruited educators were satisfied and performed well under structured leadership practices. However, the performance of experienced and mature ones was not associated with the technique used by the principals.
Path-Goal Theory
Overview
This approach focuses on how leaders motivate their followers to meet their organization’s or group’s goals. Therefore, leaders strive to use a style that meets the team’s motivational requirements (Northhouse, 2016). It emphasizes the importance of selecting behaviors that complement what is missing at work. The distinct theory emphasizes direction, support, participation, and achievement (Jermier, 1996). Further, it is a practical model that reminds leaders always to guide and coach their followers.
Weaknesses
Despite its strengths, the approach is viewed as too sophisticated and requires many facets of leadership; as a result, its interpretation often confuses many. In addition, due to its broad scope, it isn’t easy to use to improve processes in an organizational context (Northouse, 2016). Another weakness is that it cannot explain the link between leadership behavior and the motivation of subordinates.
Transformational Theory
Overview
This approach is viewed as being part of the new paradigm in leadership. It elevates vision, charisma, ethics, standards, change, and effectiveness of those in authority (Bryman, 1992). Through its application, the leaders usually influence how their team executes their duties. The theory is popular with many people who think it is how leaders are supposed to behave and act (Northhouse, 2016). Lastly, it emphasizes followers’ requirements, values, and morals; thus, it expands their role beyond rewards for achieved goals to giving attention to the needs and growth of subordinates.
Weaknesses of Transformational Theory
It is often criticized for covering a wide range of activities and lacks clarity on its concepts. For example, it incorporates having vision, motivation, being a change agent, creating trust, and acting as a social designer simultaneously. Therefore, it isn’t easy to define its leadership framework (Bryman, 1992). Likewise, it personifies leadership and makes training people to change their identities problematic.
Conclusion
Leadership develops through multiple theoretical perspectives—including trait, situational, behavioral, transformational, and path-goal approaches—yet each framework uses its own style and carries advantages and limitations. No particular theory is superior to the others; therefore, to accomplish their goals, leaders should be able to effectively marshal and direct their subordinates or followers towards specific objectives of their organization or group. Furthermore, many factors must be considered within each proposition before its applications.
Additionally, some characteristics of great leaders can be inherent. In contrast, others are learned by training or experience, but no specific formula exists to determine excellent leadership. Consequently, those in positions of authority should understand that even within their work settings, situations vary, and each circumstance needs a different approach. Thus, they must be flexible, pragmatic, analytical, and proficient communicators to execute their roles successfully.
Reference List
Bass, BM 1990, Stogdill’s handbook of leadership: A survey of theory and research, The Free Press, 1-386.
Bryman, A 1992, Charisma and leadership in organizations, London, Sage.
Jermier, JM 1996, The path–goal theory of leadership: A sub textual analysis. Leadership Quarterly, 7(3), 311–316.
Northhouse, PG 2016, Leadership: Theory and practice (7th Edition), Sage Publications, Inc.
Yukl, G 1994, Leadership in organizations (3rd Edition), Englewood Cliffs, NJ, Prentice Hall.
Vecchio, RP 1987, Situational Leadership theory: An examination of a prescriptive theory. Journal of Applied Psychology, 72(3), 444–451.