Innovative Leadership Theory 2022

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Running head: INNOVATIVE LEADERSHIP 1
INNOVATIVE LEADERSHIP
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INNOVATIVE LEADERSHIP 2
Table of Contents
1. Definition of trait theory........................................................................................................2
1.1 Example............................................................................................................................2
2. Definition of behavioural leadership......................................................................................3
2.1 Example............................................................................................................................3
3. Definition of contingency model of leadership......................................................................3
3.1 Example............................................................................................................................4
4. Skills-based theory of leadership...........................................................................................5
4.1 Example............................................................................................................................5
5. Situational leadership.............................................................................................................6
5.1 Example............................................................................................................................6
References..................................................................................................................................7

INNOVATIVE LEADERSHIP 3
1. Definition of trait theory
Trait theory of leadership mainly focuses on specific characteristics of several
successful as well as an unsuccessful leader. This theory concentrates over the effectiveness
of a leader or their ability to perform to manage an organization (Fleeson & Jayawickreme,
2015). Specific lists which have been made based on traits are being compared with an
influential leader to measure the probability of success as well as failure. The approach of
trait which is being taken by scholars is utilized to identify demographic as well as
psychological personality. It provides constructive details based on leadership, and is feasible
for every leader to apply in any company. With the assistance of this theory, it is helpful for
the leaders of a company to analyse their position. This would further help the leaders to
improve their performance which would be beneficial for their position.
The vital characteristics of trait theory are the strong capability of taking any
responsibilities along with having a good stamina. Moreover, this theory suggest that a leader
should have the confidence with the decisions they make. In order to become an efficient
leader, it is essential to balance between taking any decisions and providing care for the team.
In addition, the leader must possess the quality to influence and persuade other employees.
Furthermore, the job of leadership is quite stressful, and hence to deal with that, the leader
needs to have emotional stability. A leader needs to be matured enough to handle any kind of
situations set before them. A charismatic leader is capable enough in motivating the
employees, because it will not only increase the productivity of work but also is going to help
to reach the organizational goals and objectives (Fleeson & Jayawickreme, 2015).
1.1 Example
Steve Jobs had an amazing quality of a leader, who set the best example of Trait
theory. He was recognized as an investor as well as an entrepreneur and CEO of Apple Inc.
He was a confident person with strong ambitions, and he has become a role model for many
aspirants. He was broad-minded, curious, imaginative, and always eager to undertake new
experience that has made him an efficient leader.

INNOVATIVE LEADERSHIP 4
2. Definition of behavioural leadership
A behavioural theory of leadership states that to become a good leader, an individual
does not need to inherit it. With the help of proper training, a person can become a good
leader who can inspire or motivate others. This theory has been made based on principles
which states that one can condition the behaviours in certain manners to become responsive
to particular stimuli (Carleton, Barling & Trivisonno, 2018). In other words, this theory
concentrates over the performance of a leader instead of focusing on their qualities. is It
believed that the behaviour of an individual can forecast the leadership traits which they
possess. The main characteristics of behavioural leadership are that it plays an important role
in promoting certain values associated with leadership styles.
In addition, behavioural leadership aids managers to have a proper understanding as
well as evaluation regarding their behaviour as a manager. It would help them to understand
the impact of behaviour over-contribution and commitments towards the company. This
would allow the leaders to create a balance between several leadership styles and guide them
to become an effective leader. Significant leadership behaviour focuses on making proper
decisions and providing inspiration to other employees. In addition, it also concentrates over
building trust and must be grounded regarding integrity and ethics (Thompson & Glasø,
2015).
2.1 Example
In order to set an example for behaviour leader, the name of Martin Luther King can
be recognized. He was known as a servant leader. He was a mentor, a coach, wanted by many
Americans to inspire their hearts and minds. The awareness, along with humanity towards the
consciousness of the human rights, was derived from his successful speech "I have a dream".
He was also known for establishing and leading the movement against legal segregation, that
was considered as a significant issue in America at that time. Although, the history of his
early days was not comfortable since he belonged from a poor, middle-class family but
choose to possess the traits as a behavioral leader which made him a role model for many
people.
3. Definition of contingency model of leadership
A contingency model of leadership explains that to understand the effectiveness of a
leader, it is necessary to check the pattern through which leadership style is matching the

INNOVATIVE LEADERSHIP 5
situation. Fred Fielder created this theory while he was researching the effectiveness of a
leader in the group. He believed that the effect of an individual of leading properly depends
upon his style and the procedure of controlling the situation (Conger, 2015). The theory has
assumed the fact that nobody can change the style, and it is impossible to modify it. A person
can be termed as an efficient leader if his leadership style, as well as attributes, can match the
environment and situation surrounding them.
The theory does not make any suggestions regarding the adaption of a situation, or to
measure the effectiveness of a leader, however, it is vital to point out the pattern of leadership
style the individual follows (Conger, 2015). This is mainly done with the help of a specific
procedure named least Preferred Co-worker Scale (LPC). It assists in stating the forms of
workers with whom the manager of an organization would prefer to work. Higher score of
LPC denotes that the person has specific personal skills and strong enough to attend goals
and objectives. It also means that the individual relies on relations that they maintain with
others to achieve the goals and objectives of an organization. While a low score of LPC
denotes that the leader is a very task-oriented person who only concentrates over the
accomplishment of work.
3.1 Example
For example, consider a scenario where an individual is being appointed as a manager
for a manager for a pizza delivery company. In this case, it would take some time for the
individual to build trust with other staff who are working in the same company. In addition,
the structure of the task is high because of the transparent operating tactics that involve many
things, such as checking the quality of the pizza, checking the order procedure, handing
customers and other related tasks. However, the position of manager also holds certain
powers of hiring, firing, rewarding, and punishing if necessary. With the approach of
contingency model of leadership, the newly appointed leader can handle the situation without
much difficulty.

INNOVATIVE LEADERSHIP 6
4. Skills-based theory of leadership
The skills-based theory of leadership signifies the important aspects of a good leader.
The ways by which the possessed skills of those leaders can be enhanced to fit in an
organization is also identified in this theory. The major benefits of skill theory approach in
terms of leadership are, first, by utilizing a set of definite skills through the stages of
development, and second, anyone can possess the significant traits of leaderships, in any
organization (Harms & Credé, 2017). The traits of a good leader in an organization refers to
one individual who is reliable, accountable, honest, and most importantly, who is loyal, not
only to the organization but also towards the employees of the organization. According to the
skills-based theories of leadership, these are the most crucial characteristics that must be
possessed by a skilled leader in an organization (Meuser et al., 2016).
Therefore, to possess and imply those traits for the development of the organization,
those leaders must set their skills that are followed in those organization. Those skills are
included with human development, technical as well as conceptual development. The
importance and development of these skills are very crucial for the growth of the
organization. Since these skills help a leader to communicate and pay attention to others in
the organization to sustain a very good relation with them. The behavioural flexibility and
social perceptiveness are also included in that skill development that the leaders must
possess.
4.1 Example
Mark Zuckerberg sets an example of this skill-based leadership. It is also important
for a leader like Mark Zuckerberg, to exhibit social perceptiveness to give important thoughts
towards others. For most of the times, the ideas that were implemented and envisioned for a
new user application by Zuckerberg was disapproved by many members of Facebook. The
addition of newsfeed on Facebook was a hot topic then. In addition to that, the inclusion of
newsfeed becomes a concern among many people, since they felt that it was leading to an
invasion of their privacy. In order to mitigate the concerning privacy issue, Zuckerberg
responded to them and created an alternative way by using which the users can set their
required privacy levels. Eventually, the idea of Zuckerberg gets appreciation from many
users.

INNOVATIVE LEADERSHIP 7
5. Situational leadership
Situational leadership refers to an adaptive way of leadership. Using the model of situation-
based leadership theory, an organization can achieve successes through development among
workgroups and people to bring a better version from the people and to establish a milestone
of success. Flexibility is a major aspect of this leadership theory. Flexibility refers to the
adaptation of an existing environment in terms of the requirements in an organization by the
leader (Lin, Ma & Johnson, 2016). Therefore, this theory regarding situational leadership is
not based upon the possessed traits or skills of a leader instead it focuses on the modification
and optimization of leadership characteristics towards management, that can suit in the
organization, accordingly and effectively. Hence, adaptability signifies one of the essential
key characteristics of this situational leadership theory (Lord, Day, Zaccaro, Avolio & Eagly,
2017). Thus, it is essential for the leaders to move from one of the possessed leadership styles
to another, depending upon the situation. Hence, it is also important for the leaders to have a
considerable, insightful understanding of when to alter their leadership style for management
and what strategy must be taken to fit in each of those paradigms.
5.1 Example
Dwight D. Eisenhower, who was the president of united states at the end of world war
2, can be considered as an example situational leader. He was a renowned allied commander
during the war period. He was popular and known to others because of his possessed
diplomatic characteristic along with his ability to dictating the allied leaders to destruct the
Nazi war machines, at that time. He was taught how to order and direct commands in his
military background. He wanted to become a good political leader not only for managing
strong personalities in the allied forces but to protect the president.

INNOVATIVE LEADERSHIP 8
References
Carleton, E., Barling, J., & Trivisonno, M. (2018). Leaders’ trait mindfulness and
transformational leadership: The mediating roles of leaders’ positive affect and
leadership self-efficacy. Canadian Journal Of Behavioural Science / Revue Canadienne
Des Sciences Du Comportement, 50(3), 185-194. doi: 10.1037/cbs0000103
Conger, J. (2015). Charismatic Leadership. Wiley Encyclopedia Of Management, 1-2. doi:
10.1002/9781118785317.weom110122
Fleeson, W., & Jayawickreme, E. (2015). Whole Trait Theory. Journal Of Research In
Personality, 56, 82-92. doi: 10.1016/j.jrp.2014.10.009
Harms, P., & Credé, M. (2017). Emotional Intelligence and Transformational and
Transactional Leadership: A Meta-Analysis. Journal Of Leadership & Organizational
Studies, 17(1), 5-17. doi: 10.1177/1548051809350894
Lin, S., Ma, J., & Johnson, R. (2016). When ethical leader behavior breaks bad: How ethical
leader behavior can turn abusive via ego depletion and moral licensing. Journal Of
Applied Psychology, 101(6), 815-830. doi: 10.1037/apl0000098
Lord, R., Day, D., Zaccaro, S., Avolio, B., & Eagly, A. (2017). Leadership in applied
psychology: Three waves of theory and research. Journal Of Applied
Psychology, 102(3), 434-451. doi: 10.1037/apl0000089
Meuser, J., Gardner, W., Dinh, J., Hu, J., Liden, R., & Lord, R. (2016). A Network Analysis
of Leadership Theory. Journal Of Management, 42(5), 1374-1403. doi:
10.1177/0149206316647099
Thompson, G., & Glasø, L. (2015). Situational leadership theory: a test from three
perspectives. Leadership & Organization Development Journal, 36(5), 527-544. doi:
10.1108/lodj-10-2013-0130