Organizational Leadership: Core Theories, Leadership Styles and Group Dynamics

Running head: ORGANIZATIONAL LEADERSHIP
Organizational Leadership
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1ORGANIZATIONAL LEADERSHIP
Introduction:
The article gives an overview on organizational leadership in the perspective of the
practical applications of group theory. The article reviews the core leadership theories and the
leadership styles along with group dynamics. The article therefore puts forward a selection of
the major theories of leadership believed to provide foundations for better and newer group
level theories of leadership. This includes trait theory, behavioral theory, contingency theory,
participative theory, management theory and relationship theory. It is found that leaders of
groups believe in maintaining four leadership functions which include management of
interpersonal dynamics within group, coordination of resources/information within group,
management of the group level effect and management of the group boundaries for group
identity and the resource/ information flow. The article also puts forward a discussion on the
situational, transformational and the transactional leadership styles and the group dynamics.
The article will also ensure the choice of the leadership style that will guide the group
towards success. The article is supported by quotations and shows how each of the theory has
a practical application.
Discussion:
Core Theories of Group
Trait Theory is based on the assumption that individuals inherit certain traits and
qualities that makes them better suited for leadership (Antonakis & House, 2013). This
theory often helps in identifying the behavioral characteristics or personality shared by the
leaders. Traits refer to the external behavior that emerges from the thoughts going in
someone’s mind. These internal process and belief acts important for an effective leadership.
The trait theory however finds practical application in determining the trait approach
used for the personal development and awareness through the analysis of weakness and
strength in gaining better understanding of the traits (Antonakis & Day, 2017). The theory

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also ensures undertaking personality test through questionnaires for gaining insight into the
capabilities of an individual with respect to certain traits necessary for leadership.
Behavioral Theory of leadership depends on the belief that the great leaders are not
born but made (Chemers, 2014). This leadership theory has its roots in behaviorism and
focuses primarily on the leadership action rather than on the internal states and the mental
qualities. According to the theory, people learn to become the leaders through observation
and teaching. There exist three types of leaders based on the behavior. This includes,
democratic, autocratic and laissez faire leaders. The democratic leader allowed the team in
providing necessary input before taking a decision. The autocratic leaders however took
decisions without any consultation with the team. The laissez faire leaders are less interfering
thereby allowing people in making decisions.
The behavioral theory finds practical applications when a professional makes use of
the task-oriented approach towards the business management that solely focuses on the
planning, assigning and coordination of the employee task (McCleskey, 2014). In other
words, through this approach a manager can assign an employee to the departments where he
seems more active even when the assignment moves him away from the workers whom he
has known.
Contingency Theory focuses on the specific variables in relation to environment that
helps in determining the specific style of leadership suited for a situation (Waters, 2013). As
per this theory, there exists no leadership style suitable in all the situations. The success is
however dependent on a certain variables that includes the qualities of followers, leadership
style and the situational aspect.
The contingency theory however finds practical application in predicting whether an
individual who performed well in a particular position will equally be effective in a different

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position possessing different set of situational variables in comparison to the existing position
based on contingencies that portrayed the effectiveness of one’s style (Miner, 2015). It also
finds application in implementation of the responsibilities and the roles that the management
makes defining the effectiveness of the role.
Situational Theory proposes that the leaders choose an ideal course of action
depending on the situational variables (Dinh et al., 2014). As per this theory, certain kinds of
decision-making are supported by different leadership style.
The situational theory however finds practical application in organizations as an
ideal model for the training of the people for becoming effective leaders and using the skills
in the workplace for solving conflicts at the workplace (Luo & Liu, 2014). The theory is not
only sensible but also highly practical and finds applications in variety of situations and
settings.
Participative Theory put forward suggestions that ideal style of leadership represents
the one that takes the input of the others into account (Arnold & Loughlin, 2013). These
leaders mostly encourage the contribution and participation from the group members and
thereby help them in feeling more committed and relevant to the process of decision-making.
In participative theory, leader has the right in allowing inputs from the others.
The participative theory however finds practical application in promotion of career
development and learning(Lam, Huang & Chan, 2015). Using the strategies of participative
leadership effective leaders encourages their employees in identifying the performance gaps
and thereby setting their career path using the company resources that included workshops,
formal education and the self-paced courses. Employees make use of the assessment tool in
identifying the weakness and the strength for achieving the goals of the company. They then
ensure the creation of a development plan and getting it reviewed by the managers. This helps