Leadership Theories and Application

This assignment delves into the realm of leadership theories, examining prominent models such as Path-Goal Theory, Transformational Leadership, Transactional Leadership, and Situational Leadership. It analyzes these theories, exploring their underlying principles and how they influence leader behavior and subordinate performance. The assignment further investigates the practical application of these theories in diverse organizational settings, highlighting relevant research findings and real-world examples.

DBA Leadership and Professional
Development
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Table of Contents
A critical reflective evaluation of trait theory of the main leadership theories/frameworks...........3
Contingency theory..........................................................................................................................3
Least preferred Co workers scale:..........................................................................................3
Situational favourableness......................................................................................................4
Situational Leadership Model..........................................................................................................4
Advantage and disadvantage..................................................................................................4
Path goal theory...............................................................................................................................6
Characteristics........................................................................................................................6
Directive leadership style:................................................................................................................8
Advantage and disadvantage..................................................................................................8
Trait theory of leadership...............................................................................................................10
Reflection.......................................................................................................................................11
Reference.......................................................................................................................................13
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A critical reflective evaluation of trait theory of the main leadership
theories/frameworks
Leadership is “the relationship in which a person, the leader, influences others to work
together willingly on related tasks to accomplish goals.” The contingency theory of leadership is
the first theory that focused on the different variables which interact with leader personality and
behaviour. Leaders in the organisation play significant role, as they guide and directs employees
to accomplish goal on time. According to the view Dinh, Lord and Hu, 2014, Fiedler believed
that leadership style is known as the reflection of personality and a behaviour as like the trait
theory. Leaders never change their style as they make changes in the situation. The main idea of
adopting a contingency theory is that it helps in organising and managing the company. Along
with this, Different firms adopt different types of leadership style in order to accomplish long
and short term goal.
Contingency theory
Contingency theory is one of the class behaviour theory which claims that there is no best
way organising a firm, lead a company and to make decisions. In contingency theory, there are
three influential aspects that are leadership organizational and environmental. These all factors
can easily influence the success of a business. Along with this, to develop understanding and
finding out leadership style is one of the main steps at the time of implementing contingency
theory. In this model, Fiedler has explained two different factors of leader that are least preferred
co-workers scale and situational favourableness.
Least preferred Co workers scale:
Leaders who are task oriented mostly looks least preferred co-worker scale negatively.
This type of leader is considered as a least preferred co- worker task because they are enough
effective in completing the task. They basically prioritise the task and response quickly and
complete the project on time (Miner, 2015). However, to build relationship with customers is on
less priority for them. On the other side, leader who focus on making a relationship look least
preferred co- worker positively and give higher score. As Fielder considered this type of leader
as a high LPC. It is because the focus is on making personal relation and avoid different types of
conflict.
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Situational favourableness
In the Situational favourableness there are three factors considered which are as follows:
Task structure: It mainly shows the nature of the task which is performed by a leader. The
structure can be vague or clear it is required to be complete on time. However, if the leader has
less knowledge related to the task then it shows that unfavorable leadership situation.
Leader-member relation: It shows the relationship between leader and team members. Level of
trust that team member has on the leader and the way leader influence the group of members to
work in a difficult situation (McCleskey, 2014).
Leaders positional power: It is considered a position of leader for leading and directing the team
member. When more power leader has then there may be more favorable situation for a leader.
There are different models considered in the contingency leadership theory that are as follows:
Situational Leadership Model
Situational leadership is known as the model of leadership that can be considered under
the contingency theory of leadership. As other theories such as path goal leaders are not variable
because they are related to the follower maturity (Breevaart, Bakker and Derks, 2016). Using
situational leadership style, it can become easy to understand which of the four-leadership style
can be used in different situation to accomplish goal.
Advantage and disadvantage
 Telling (S1)- In this leadership style leaders make the decision itself and communicate
with other team members (Van Wart, 2014). The leader delegate all the task creates the
roles and objectives which is needed to be accepted by others. Hence in this
communication is basically one way and it is effective to get the repetitive style.
 Selling: In these leaders create roles and responsibilities for followers and like to take
views and opinion of their team member. All the ideas are sold to others for gaining
cooperation. Hence, this style involves more back and forth among the team member and
leader. A specific instruction is provided from the side of team leader and they monitor
the performance. Leader spends equal time with team member in respect to support and
direct them (Lord, Day and Eagly, 2017). A leader can also consult with a team member
if it faces it face difficulty in making decision. On the other side, leader supports its team
member and states the reason for performing the task.
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 Participating: In participating, leader do not provide any or less direction. It permits
group member to take participate and come up with their own ideas. Further, followers
take all the decision. However, leader take participates in the decision-making process
and left the choice on employees (Andersen, 2015). Along with this, I analysed that team
member lead to follow with a moderate to high level of maturity. Along with this, the
leader does not like to spend time with its team member and encourage them to work
hard and complete the task by their own. However, leader supports its follower and
makes them aware a way of completing the task. In the decision making, process
employees involvement is high and they are treated as valuable assets. The main role of
leader in this style is to encourage follower and develop self-confidence in them.
 Delegating: In delegating a leader is responsible for their team, but it provides less
guidance to workers and help in solving their problem. Along with this this, in this style
leader ask from time to time to help in making decision (Chiu, Owens and Tesluk, 2016).
Further in this leader do not get involved in decision making process and respect the
decision made by employees. This style is adopted by a leader at the time when its
employees are highly self-motivated and confident on their own work. For making a
situational leadership style effective the first requirement of leader is to determine the
maturity level of follower and then select the leadership style.
As per the Hersey and Blanchard there are different ways of described the maturity level
of followers that are as follows-
Low – Unable and unwilling or insecure
Under this employee works and perform task on the basis leader instruction and leader
provide specific direction to its employees. Hence, in this employee are closely supervised by
leader.
Low to moderate- Unable but willing and confident
The followers have moderate ability for completing the task, but they need clean
direction and support for completing the task properly. In this employee are motivated but still
they need support of follower.
Moderate to high- Moderate to high
In this leader involvement is low and employees possess ability to complete the task on
time (Certo, 2015). However, employees are less confident so leader support is needed to
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accomplish the task. What employees need is to get support and encouragement so that they get
motivated toward the task.
High- able and willing or confident
Here followers are highly capable for performing the task without any director or support
Along with this they can left their own job and employees handle each task successfully.
However, I, learned that employees start working with the M1 maturity level where they need to
get clear direction from team members and close supervision (Goswami, Li and Goffnett, 2014).
Further, when their skills are developed then leader started providing less direction to team
member. Role of leader is to develop their employees from lower level to high level.
Path goal theory
One of another theory that I understand under the contingency leadership style is path-
goal leadership theory. Robert House and it developed this theory is based on the theory of M.G.
Evans. Unlike other contingency leadership model this theory is different, it does not include any
leadership traits or any behavioural models. This theory is based on the specifying a leader’s
behaviour and style which is suitable for employees and working environment to accomplish a
goal (Yang and Lim, 2016). The main goal is to enhance employee’s motivation, empowerment
and to satisfy them so that they become productive for the firm. It can be stated as a process in
which leaders select specific behaviour which is best suited to employees needs and working
environment to accomplish the goals. In accordance to path-goal theory employees work hard
and there are some basic steps that they need to followed.
Determining the worker and environmental characteristics
In path-goal theory focus of leader is to overcome the barrier. For instance, if obstacle
becomes too strong then it is essential for a leader to take a step and assist employees in selecting
a right path for work. There are some difficult task characteristics that can arise:
Characteristics
Designing of the task: The design of the task can be stated as leader’s support. For
instance, if task is unclear then leader need to take step and provide structure for completing it.
As in difficult task leader may be required for support (Hirt, 2016).
Formal authority system: It is depended on the task authority and leader provide a clear
goal and provide it to employees and control team members.
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Workgroup: Work for group if the team is not supportive, then the leader should have
cohesiveness and it leads to provide eagerness to all the team members.
The path-goal model is an effective model that can be used for finding out the appropriate
leadership style for a situation to increase the performance and job satisfaction. I understand that
in path-goal leadership theory, A leader is responsible to enhance its team member motivation to
accomplish the personal and organizational goal (Northouse, 2018). To increase the motivation
employees are rewarded based on their performance. Path clarification means that a leader works
with its team member and assist them to find out and make them learn the behaviours which help
in accomplishing a success.
There are some examples of Path goal theory that are clarification provider, goal setter,
participant and supporter. In participant manager follow the path goal theory works directly with
their employees for making sure that things which is required to be done is get completed or not.
Leader involve in the work with participants and take their ideas and suggestions for increasing
the satisfaction of workers (Chiu, Owens and Tesluk, 2016). Apart from this, path goal manager
provide support to its manager. It is because he/she believed that an individual skill is for
dedicating to help one and other for succeed. Example which can be considered in the path goal
theory is a type of leader who always stay in connected with the employees in each path. In goal
setter a path goal manager wishes to challenge his subordinates with high level goals for
attaining high level of performance from them.
Manager lead to encourage its workers with the belief that they can handle task and its
outcome will be positive and beneficial for them. Example, of goal settler types of leader is that
one who sets higher goal in three months and lead employees to accomplish this target in every
three months and lead their employees to accomplish the target.
At last classification provider, in this leader follow the path goal style in which it
provides clarification at the outset of projects and the time necessary in respect to keep their
followers on the path to clear the task. To accomplish these goals and manner through which
employees work must be secure and satisfy the needs of employees.
There are different factors in the Path leadership goal that is as follows:
Situational factors: In this authorization is a degree that employees prefer to be told and want to
do and way to do a job. Locus of control is the extent to which staff can easily believe that they
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can control over the accomplishment of goal (Carroll, 2017). Ability is known as the extent to
which follower beloved that they possess ability to perform a task and accomplish goals.
Environmental factor:
 Task structure is the extent to which repetitiveness of the job.
 Formal authority such as the extent to which power is only in leader's hand.
 There should be a relationship between the employees and team members.
Leadership style
As per the situational factor on the path-goal model, the leader can easily select right
style of leaders for a different situation. In the original model, it leads to include a directive and
supportive leadership style for a different situation.
Directive leadership style:
In this leadership, style leader is provided a high degree of structure and this type of style
fit at the time when team member wants to prefer autocratic leadership style. Along with this
when employee’s skills are low and they do not have enough knowledge regarding the task then
this leadership style is adopted by the leader (Lumbasi, K’Aol, and Ouma, 2016). Hence, I
analysed that this style is suitable at the time when task is complicated and employees are
inexperienced.
Advantage and disadvantage
Supportive: In this leader are exercises as a high degree of consideration. This
supportive leadership style can be considered at the time when team members do not want full
control of leader. It is because employees are highly skilled so they need less support of leader.
Along with this, supportive leadership style is enough effective at the time when task is simple
and employees need less help.
Participative: In a participative leadership style employee are encouraged by leader.
Along with this leader involve its employees while making decision (Chemers, 2014).
Participative leader is suitable at the time when team members are highly experience and capable
of handling both complex and easy task.
Achievement oriented: In this leader mostly set goals that are difficult but can be
accomplished on time. Along with this leader also reward its employees when they accomplish
the task on time. Leader also provide support and direction to its employees so that difficult task
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can be completed. This type of leadership style is appropriate at the time when followers are
open to autocratic leadership style (Xenikou, 2017).
Hence the leader’s behaviour is not set in stone and there are different leadership styles
which can be used since situation. For instance, it is divided because of four behaviour that is
work facilitation
Normative leadership style
One of the essential leadership question is that when leader need to take charge of its
employees and when let them free to complete it by their own. There are five different leadership
style which is identified by Vromm and Yetton that are as follows:
Under this leadership style leader make all the decision by its own and do not want
involvement of its employees (Hartnell, Kinicki and Doyle Corner, 2016). Apart from this leader
take information and opinion from its team member and make decision along. It is because
employees have right to provide information but no input in making decision.
Consultative leadership style
The leader meets individually with relevant followers. Along with this it explains the
situation and obtain the information and ideas related to the decision that is need to be made.
However, team leader makes final decision alone (Tyssen, Wald and Spieth, 2014). Team leader
makes all the decision alone and after meeting but in decision leaders follower input do not
included. Leader only conduct meeting and tell its group member and explained situation to its
group member and gather information and ideas from them for making decision. This condition
take place at the time when leader is confused and unable to make any type of decision.
Group oriented leadership style: In this leader meet with its followers in a group and
explain them situation. Further decision is made based on group consensus. Leader do not want
to influence the group of willing to implement any decision which cannot support the entire
group (Hirt, 2016). However, in the absence of consensus, the leader always makes the final
decision which is based on the group discussion.
Leadership continuum theory and model
The contingency theory shows that leadership behaviour is on a continuum from boss
centred to subordinate centred leadership (Carroll, 2017). This model is based on focuses in who
make the decision. According to the view of author there are seven significant leadership styles
for a different type of situation that are as follows:
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Supervisor: The leader’s personality and preferred behavioural style, values and
expectation, knowledge, feeling and security is required to be considered while choosing a
leadership style. On the basis behaviour and personality selection of leadership style is done.
There is some leader who are autocratic by nature and some are participative.
Subordinate: In this selection of leadership style is done based on personality and
behaviour of employees (Northouse, 2018). If employees want to participate in decision making
process. They may also like to work by their own way, then leader provide them freedom and
make them free to participate in the task.
Situation: The environment consideration such as organisation, climate, structure,
technology and size. These all are taken into consideration at the time of selecting the leadership
style. This all factors can highly influence the manager at higher level (Breevaart, Demerouti and
Derks, 2016.). For instance, if senior manager follows autocratic leadership style and middle
manager need to follow it in an effective manner. Hence leadership style is the part of theory and
it can be used in the organisation based on nature, and structure of the firm.
Trait theory of leadership
Trait theory of leadership is early assumption that leaders are born and because of this
belief that those who have correct qualities and traits are better suited for leadership. In trait
theory of leadership, it included, ability, motivation, personality, needs and power. A trait is
known as inherent characteristic of an individual and competency can be stated as ability of a
person for doing something (Carroll, 2017). However, this leadership style is based on the
characteristics of leaders who are both successful and unsuccessful and it is used for forecasting
a leadership efficiency. According to my view leader can become successful if it possesses
personality traits, abilities and interest which are different from other. In its theory, more
systematic in its analysis of leaders. As per the great man theory it has been assumes that the
leader’s personal traits are one of the key leadership success. In the present time many of the
organisation implementing different leadership style to carry out their team work in an effective
manner. I analysed that trait theory is one of the effective theory and with the use of this theory
an individual can easily accomplish its goals and objectives. It is an approach that is help in
study the human personality and find out measure the degree for conveying personality traits.
According to this theory it is believed that personality can be understand (Lumbasi, K’Aol and
Ouma, 2016).
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I understand that there is some criticism with contingency model that it lacks of
flexibility. Further due to natural leadership style it is fixed and the most effective way of
handling situation is to change the leader. As per this theory flexibility in leader is not allowed.
For example, if Least Preferred Co-workers is in with good relation and performing unstructured
task because an individual has a weak position than as per the model one of the best solution is to
replace it with higher Least Preferred Co-workers instead of suggesting to use other leadership
style. Hence there is also some issues with the Least Preferred Co-workers scale that if leader fall
near the middle of the scoring range then it became difficult to understand that which leadership
style can is adopted by leader (Breevaart, Bakker and Derks, 2016). On the other side there are
some advantages of contingency leadership style that anyone can become a leader in the right
situation. Along with this, it also measures the effectiveness of a group performance based on a
leadership style. It also provides quick method for finding out the best potential leader for a
specific group. In these two types of leadership style is most common that are relationship
motivated and task oriented.
Reflection
Contingency leadership theory-I have realised by reading this leadership theory that
Fielders theory was criticised on the grounds of inability to deal or cope up with substantial
variances in work executed by team members. I have also identified in the Contingency approach
various important elements that can assist manager or leader in controlling and managing
complex as well as critical situation in systematic manner (Chemers, 2014). These elements are
task structure, relationship between leader-member, and positioning power. I perceive that
effectiveness of leader is judged based on the behaviour of person during complex situation. It is
also based on other factors such as type as well as nature of work, personality of leader and their
capability to develop as well as manage team. I have also realised that set of personality traits
can be meaningfully linked to effective leadership. I believe that contingency theory can be
applied to assist leaders in becoming more effective. I have identified that there is no specific
leadership approach that can be used or applied by manager or leader in all types of situation. In
other words, leader or manager requires it to adopt leadership approaches as per the need of
event or demands of followers. As this strategy will help manager or leaders in developing as
well as maintaining healthy relationship with their team members (Xenikou, 2017). I have
realised that this specific model or leadership style can be adopted by manager or leader for
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improving their performance at workplace. It will also assist them in motivating people to drive
team towards achievement of common targets or goals. I have also realised that many
contingencies' theory very complex and difficult to test. I have analysed that Each theory
provides some insights into grounds for leadership effectiveness, but every leadership approach
also has conceptual weaknesses that limit their use. By reading this leadership approach I have
learned and gained knowledge about certain principles that can be helpful for me as a manager.
As this will assist me in making suitable decisions. I perceived that, the contingency theories do
not render sufficient guidance in the form of common principles to assist managers in
recognizing the underlying leadership requirement (Hartnell, Kinicki and Doyle Corner, 2016). I
have identified that the biggest limitation of the contingency theory is that it lacks sufficient
attention to some leadership processes that transform the way followers view themselves and
their work. I had identified that managers or leaders are so engaged in identifying and managing
several problems, that such people do not have much time to analyse the event or situation.
Contingency approach or model is ineffective as it cannot be used for handling complex as well
as critical situation. Application of these theories in difficult situation may have adverse effect on
team members' behaviour as well as on performance. I conclude by stating that the contingency
leadership approach can be effective and is relevant for certain types of employees (Tyssen,
Wald and Spieth, 2014). This theory or leadership approach also states that there is no effective
or suitable method to organise business activities to help firm in achieving leading position or
make appropriate decision. Leaders in the organisation play significant role within the
organisation as they guide and directs employees to accomplish company goal on time. Hence,
leaders are important for the firm and they support in the success of the firm.
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