Leadership and Management Theories Analysis

This assignment requires a comprehensive analysis of leadership and management theories, including transformational, transactional, and trait theories. It also involves examining the concepts of power dynamics, sources of power in organizations, and emotional intelligence. Students are expected to apply these theories to real-world scenarios, discussing their advantages and disadvantages, and provide examples from various studies and research papers.

Title: The Essence of
Leadership

Abstract
The basic survival technique of the organisations is to provide the training to their
workers from the beginning stage. An organisation needs to maintain good and flexible working
environment for gaining the desired growth. Leadership is a basic survival instinct in men and
women which provide them potential to resolve issues more effectively and in anticipating future
needs of an organisation. This paper helps in addressing the critical Literature Review of
different theory and a critical evaluation of two Leaders I have worked with. Moreover, a
summary of Learning and Further Development is also being explained.

Table of Contents
Abstract...........................................................................................................................................2
INTRODUCTION ..........................................................................................................................5
Chapter 1 - A Critical Review........................................................................................................6
1.1 Introduction......................................................................................................................6
1.2 Transformational Theory: ...............................................................................................6
1.3 Transactional Theory: ......................................................................................................7
1.4 Great Man Theory:...........................................................................................................8
1.5 Trait Theory: ....................................................................................................................8
1.6 Behavioural Theory: ........................................................................................................9
1.7 Skills Theory: ................................................................................................................10
1.8 Contingency Theory: .....................................................................................................10
1.9 Participative Theory: .....................................................................................................11
1.10 Power and Influence Theory: ......................................................................................12
1.11 Emotional intelligence theory:.....................................................................................13
1.12 Maslow’s theory: ........................................................................................................14
1.13 Summary.......................................................................................................................15
Chapter 2 - A Critical Evaluation .................................................................................................15
2.1 Introduction....................................................................................................................15
2.2 LEADER 1 – Wendy A. ................................................................................................16
2.3 Critical evaluation on Wendy's behaviour: ...................................................................17
2.4 LEADER- 2 - Steve B....................................................................................................17
2.5 Critical evaluation of Steve's behaviour:........................................................................18
2.6 Summary.........................................................................................................................18
Chapter 3 - A Summary of Learning.............................................................................................19
3.1 Introduction....................................................................................................................19
3.2 A Summary of the learning............................................................................................19
3.3 Further development ......................................................................................................20
3.4 Summary:.......................................................................................................................21
CONCLUSION..............................................................................................................................22

REFERENCES..............................................................................................................................23

INTRODUCTION
While the concept of leadership has been around since earlier times, the actual creation, and
analysation of comparable theories did not initiate until the early 20th century. It can be said
that there are almost as many definitions of leadership, as those who have attempted to define it.
Dr. Gary Yukl (a successful Author, and Professor of Psychology at the University of Albany)
describes leadership as: “The process of influencing others, and agreeing about what needs to be
done, and how to do it.” (Yukl 2013, pg.23)
One of the main arguments in leadership though, is whether great leaders are created, or born.
My research will review, compare and contrast the main theories, as they relate to the
effectiveness of leaders, within an organisation, previous leaders I have worked with, and finally,
how I can contribute to my own personal growth.

Chapter 1 - A Critical Review
1.1 Introduction
Some would say that leadership is like beauty, hard to define, however you know when
you see it. Some leaders are born and others are made. Northouse (2010) lists ethical leaders as:
those who respect and serve others, concerned about fairness and justice, are honest, and wish to
build a community, for the common good.
There are in fact various leadership theories, which are adopted by different organisations,
according to their individual requirements. I have based this review, in regards to Company X,
which is a large, multinational retailing company, popular in clothing, food and home products.
In respect to Company X, some of the main leadership theories are discussed below.
1.2 Transformational Theory:
This theory was first stated by sociologist James V. Downton, in 1973. It was later
developed by leadership expert James M. Burns in 1978, and then Bernard Bass, an American
scholar in 1985.
Transformational Theory is one of the recent leadership theories, which emphasizes the
ability of a leader to act like a role model, inspiring and motivating their workforce. This can be
possible by formulating an appropriate vision, which can alter the organisational structure.
(Schein, 2015)
According to Kendra cherry, 2018, a transformational leader is capable of enhancing the
passion of employees towards organisational goals. Bass, indicates transformational leadership
motivates and empowers staff by: inspirational goal setting, setting high expectations, cohesive
team building and shared decision-making. Bass also identified four components to this theory,
called the 4I Model: idealized influence, inspirational motivation, intellectual stimulation and
individualized consideration.
According to Leonard. K, 2019 however, transformational leadership results in viewing
the big picture only, not the small things, which can eventually lead towards several
organisational issues. This theory believes in transforming enthusiasm and capabilities of
employees, and due to this, some workers can be given more attention and time, than other

workers. This results in reduced working morale of certain employees, potentially leaving them
feeling reluctant in showing their true potential.
Considering the above, due to the size of Company X, it might be slightly complicated to
implement a transformational leader, within all facets of the business, and expect success from it.
As Leonard specifies, smaller issues can be missed, which could cause a negative domino effect
within the whole organisation.
1.3 Transactional Theory:
This theory was given by Max weber in 1947 and further developed by Bass, it is
opposite of transformational leadership theory. In this theory, the leader motivates it’s members
with the use of rewards and punishments.
According to Kendra cherry, 2018, transactional leadership is a management style rather
than a leadership style . This theory functions on the basis of rewards and incentives, in which a
leader offer awards, or other incentives to those subordinates which are achieving organisational
objectives (Antonakis and House, 2014). Maier also states this theory contains a clear structure
and assists in achieving short term goals in a desired manner.
Bass however, was actually the first one to contrast transnational with transformation
leadership. He indicated that each style leadership can be participative or directive. (Bass and
Riggio 2006).
Moreover, transactional model of leadership is a simplistic motivational view that is not
capable to identify individual differences. The theory does not praise or recognise those workers
who are successful in meeting expectations of a leader. In addition, a leader is never wrong, and
if an error occurs, it is due to the mismanagement carried out by employees.
As per the view of Kendra cherry, Company X might greatly benefit from a transnational
style of leadership. Team members will usually try to deliver their best performance, in the
anticipation of rewards and benefits. If agreeing with Benjamin however, if this style might not
be as effective, as employee grievances, like not feeling valued, could impact the overall
performance of the organization in a negative fashion.

1.4 Great Man Theory:
As per this theory, it is not possible to make a leader, a great leader is born. This theory also
states that a good leader must have traits like a commanding personality, persuasiveness,
courage, judgement, charm, aggressiveness and intelligence.
According to Dave Ulrich (2019), an efficient leader has divine inspiration and
appropriate characteristics. This theory emphasizes the fact that all individuals are created
differently, i.e. they posses different capabilities and skills. Their skills help other individuals in
accomplishing their duties in a desired manner.
According to Chand. S (2019), Great Man Theory contains no empirical validity and
scientific basis. The main weakness of this theory is that it believes some individuals will be
successful as great leaders, irrespective of their environmental situations. This theory may
demotivate those individuals who prefer to work hard to improve their capabilities and skills, so
that the organisational goals can be achieved accordingly.
Taking into consideration the view of Chand, the concept of applying this theory, when
searching for new leaders at Company X, might not be suitable in the longer term. It could limit,
the opportunity to hire significantly talented individuals, who could contribute to the
organisation in a very positive way. Great Man Theory subsequently gave rise to, and is closely
connected to the Trait Theory.
1.5 Trait Theory:
This theory is an approach associated with the study of human personalities and is
considered as a first modern theory of leadership; identifying leaders and a non-leaders on the
basis of their characteristics.
Like the Great Man Theory, this theory also indicates that a leader is born, and not made.
Some of these traits include: adaptable to situations, cooperative, decisive, self-confident and
tolerate of stress.
As per Northouse (2013), Trait Theory is an acceptable form of leadership, as it is
formulated on the fact that leaders are distinctive in nature. This theory is focused on the
differences which are present in different individuals. These differences specify the superiority
and uniqueness of an individual from other individual.

However, this theory is general in nature as it does not believe in change according to
current requirements. This theory believes in the fact that it is not possible to change the traits of
a person according to the situation. This means that this theory does not support flexibility and
versatility, which is usually required to achieve organisational goals.
As per the above discussion, Company X, might lack hiring quality leaders, if acquiring
based solely on an individuals traits. Despite it shortfalls though, the value of the Trait
Leadership Theory lies in the fact that it is one of the first theories that combine
leadership study and psychology; it also founded later theories of leadership, like
behavioural theory.
1.6 Behavioural Theory:
Different from the Trait Leadership Theory, Behavioural Theory describes leadership in
terms of behaviours, instead of physical or mental traits. A leader uses three skills in order to
lead their followers i.e. human skills, conceptual skills, and technical skills. Behaviour theory is
further divided into different types as listed below:
· Autocratic Leadership: Power is handled by a single person, rather than individuals,
with followers having to obey the orders which are specified by the person in power.
· Democratic Leadership: Also recognized as a participative style of leadership, it
promotes redistribution of authority and power among it’s members, especially during
decision making.
· Laissez faire: This kind of leadership is usually the least effective. Leaders do not
usually supervise, or involve themselves in the coronation, or completion of tasks, and
employees are left to manage themselves.
· According to Webb, 2013 , Behavioural Theory supports the fact that leadership traits
can be adopted with the help of experience and development. This theory emphasizes the
fact that leaders can be made with hard-work, passion and dedication.
According to Holland, 2016 however, it is possible to learn different behaviours, but
applying them according to a changing situation is a difficult task; this theory is not adaptable. If
an emergency or complex situation arises, in which changes are required, this theory will fail to
formulate and implement them, as it is solely based on the behaviour of individuals, not on their
capabilities and skills.

If siding with Webb, the recognition and application of Behavioural Theory, might be
suitable for Company X, in order to motivate those employees, who believe they can work hard
and passionately to achieve their individualistic goals, hence adding to the success of the
organisation.
1.7 Skills Theory:
This theory is somewhat similar to the Behavioural Theory of leadership, however it
places an emphasis on skills, rather than the behaviour of an individual.
According to Gibb, (2014), this theory denotes that any person can become a leader by working
hard and improving their managing and leading skills. This is a huge encouragement for those
dreaming of a higher position, or wishing to take their careers to a higher level.
According to Germain, (2012), though, development and formulation of skills is only
possible if an individual posses effective personal traits. This theory is suitable for those who are
extrovert and have empathy. However those individuals which are introvert, will not be able to
showcase their skills in a desired manner. This theory focuses on identifying skills, however not
the specific manner in which these skills will impact the leadership within an organisation.
Talented individuals, with the right skills, are always a positive factor when seeking effective
leaders in within an organisation like Company X. A leader who displays, and exercises the
right skills can be an excellent role model for others. Not to mention, a valuable asset to the
company, if they posses, or have the will to improve, if agreeing with the view of Germain.
1.8 Contingency Theory:
This theory was formulated by scientist Fred Fielder in 1958. The Fiedler Contingency model
states that a leader’s style used, and effectiveness, is based on the situation. The theory further
explains that an effective leader will chooses their own leadership style to deal with difficult
these scenarios as they occur (Freeman, 2015).
In addition to this there is a direct relation between traits and effectiveness of a leader. If
a leader posses specific capabilities and skills, then it will be easier for an organisation to
perform well in challenging times. Contingency theory will allow the leader to follow any action
which is suitable for that particular situation. This denotes flexibility and versatility which is
very essential while performing business activities or operations.

Company X, may experience challenging situations, on a daily basis. Dealing with
customer complaints, external circumstances, such as poor publicity and extreme competition,
are all potential grievances it’s leaders have to tackle wisely . There may not always be a one
size fits all solution, thus the organisation might offer flexibility to it’s senior team, to diffuse
situations with a style, or technique they deem fit for that particular situation, as long it is in
accordance with companies policies. The perspective presented by Rodriguez appears to make
practical sense.
1.9 Participative Theory:
The main developers of this theory, were Gary Yukl and Dr. Rensis Likert. As Likert is
best known for the Likert Scale, which he created for his doctoral thesis in 1932. This five point
scale, is the most widely used employee questioner, and encourages participatory feedback. This
type of knowledge gives organisations like Company X, useful information, like the opinions
and recommendations of it’s team, which it can then inject into it’s operations if desired.
The basis of the actual theory though, is the fact that an ideal leadership style is one in
which ideas, concepts and opinions of others are considered. Leaders adopting this kind of
leadership style encourage contributions and participation of others, when performing activities
within the organisation. By using this approach, employees tend to feel more appreciated and
deliver higher results, feeling closely associated with decisions, and contributing to the progress.
According to Murray, 2013, Participative Theory is preferred, because it makes
employees feel valued. In this kind of leadership, employees will try to deliver their best
performance, even if the leader is not present as they personally feel apart of the outcome. Due
to this kind commitment, employees can take the organization to new heights.
According to Heinle, 2013, this leadership style is not suitable for an organisation. This is
because this style considers the opinions of different people, before taking a decision, which can
be time consuming process.
Taking into considering the above, this type of leadership style can enhance the value of
work, in the mind of employees in Company X. If their opinions are given consideration, several
might give their best performance and treat organisational goals as one of their personal goals.
Alternatively, it might also become difficult for a large firm, like Company X, to accomplish
their objectives in a timely manner, if consistently asking for, or relying upon the input of several

others, other then senior management. Subordinates, may also not share the same vision, as the
investors, and shareholders, which may cause conflict.
1.10 Power and Influence Theory:
Power is defined as the capacity of an individual to implement their will on other
individuals. It is the ability by which a person makes things happen so that all the tasks and
projects can be accomplished in a desired and effective manner. There are different sources of
power which are mentioned below:
· Legitimate power: The leader, or manager is followed, or acknowledged by
subordinates, and others, due to the official title, or position held.
· Reward power: The ability to reward employees according to their performance and
contribution.
· Coercive power: This power is opposite to the reward power and uses punishments and
threats to accomplish tasks.
· Referent power: When leaders are seen as a role model, and other wish to emulate
them.
· Expert power: Individuals possessing this type of power, carry special knowledge in
their specific field.
Moreover, to perform leadership responsibilities in a desired manner, it is important for
the leader to have some power within organisation. Power will influence the workforce in
achieving personal as well as organisational goals. Power such as expert, and referent, inspire the
employees to most likely be loyal and committed to their work. Power and influence also helps
in reducing the bureaucratic obstacles within the firm, this will assist in sustaining a healthy, and
more organized working environment.
According to Treadway, 2013, when a person possess high power, they might take
decisions without considering all the consequences. This condition is regarded as power abuse
or corruption. Power corruption can take place when the senior leaders, and or managers within
an organisation, starts misusing their powers and force others to follow their orders, even if the
decision is potentially wrong. This theory basically involves the use legitimate power, in which
employees are forced to follow even if not acceptable my a larger audience.
By analysing the listed points of view, it is determined that if the right kind of power
exerted by leaders in Company X, it can increase the cohesiveness and morale of it’s employees

on a continual basis. This in turn will allow the company to achieve it’s overall objectives, in a
productive, fruitful, and acceptable manner. If however, it’ s leaders are abusing their authority,
it will most likely contribute to a higher turn over rate of staff, along with staining the reputation
of the company, and a loss in profitability and investor confidence.
1.11 Emotional intelligence theory:
Emotional intelligence is all about the individual capability to recognize their own
emotions and those of others as well as to manager or adjust emotions so as to adapt to
environment or to achieve one's goal (Mayer, Caruso and Salovey, 2016).
According to Schneider, 2013, emotional intelligence theory defines the manner in which
leaders, or managers in an organisation is able to manage the emotions of employees working
under them . This will help the leader in choosing best alternative that will benefit the company
along with considering the welfare of employees which are working within workplace.
According to Qualter, 2012 though , this leadership theory is not very effective as it can
essentially manipulate people, which can actually act as a barrier within organisation, causing
negative issues, such as emotional bullying. Due to this, contentment, and working potential of
employees can be greatly reduced considerably.
About Goleman/5 point model?
According to Goleman Daniel, 2018 there exist five key elements of emotional
intelligence which are explained below:· Self awareness: The first key element specify that an individual need to be self-aware
and being in a leadership position it is essential to possess this quality so as to have clear
picture of self strength and weakness.· Self regulation: It is about having control over oneself and this element of emotional
intelligence covers a leader's flexibility and commitment to personal accountability. An
individual can improve the ability to self regulate by knowing owns value and by
holding oneself accountable.· Motivation: Third element of emotional intelligence specify that a leader must be self
motivated as a self motivated leader work consistently towards their goals and possess
extremely high standard for the quality of their work.· Empathy:For being an effective leader it is necessary to have qualities such as calmness,
patience in nature so as to deal with complex situation easily. A leader with empathy

must have the ability to put themselves in someone else situation so as to develop their
team.· Social skills: Leaders with good social skills are great communicators as this include
listening to the viewpoints of workforce, fulfilling the essential and basic requirement of
the workers and rendering of training and development session so as to develop the
knowledge and skills level of team members.
Why has EI, been proven more important then IQ?
Emotional intelligence, is all about the social intelligence which involves the ability to
monitor one's own and other feelings and emotions. Whereas, IQ is defined as a total score that is
being derived from several standardized tests so as to access human intelligence. Thus,
Emotional intelligence proves to be more important than IQ because EQ render the ability to an
individual to evaluate, control and regulate one's own emotions and others. In addition to this it
is important because self awareness is first and perhaps the most important well as it helps in
monitoring and managing negative emotions which causes stress.
1.12 Maslow’s theory:
This theory is also known as Maslow hierarchy of needs and is is depicted as a pyramidal
scheme. Known as a motivational theory, it includes the different psychological needs of
humans, such as psychological, love & belonging, esteem, self-actualisation and safety (Patrick,
2014). Maslow states if lower needs of an employee are not satisfied, then there will be no
benefit of fulfilling their higher needs.
Psychological needs are biological requirements which are necessary for human survival
such as water, air, food, shelter etc. Safety needs are for example concerned with shelter and
income. Social needs are related to love and belongingness. Esteem needs are associated with
dignity, pride, prestige and status. Finally, self-actualization is when one feels accomplished
reaching their full potential and self fulfilment.
According to Thielke, 2012, Maslow theory possess an intuitive appeal, which can easily
be understood and implementable. The theory, as stated by Maslow, accounts for both intra-
personal and inter-personal variations in human behaviour. This theory is dynamic, as it
considers motivation as a changing force and believes that if employees will be motivated in an
appropriate manner, it will be easier to achieve organisational goals and objectives.

According to Noltemeyer, 2012, however, Maslow lacks hierarchical structure due to
which satisfaction level of employees is not considered properly. This theory lacks in direct
cause and effect relation. This is because different people have different behaviours and needs
due to which implementing this theory is not a simple process.
It appears that if leaders at Company X, are emphatic with the life stages, and personal
ambitions, of it’s employees, the organization will most likely see a high retention, and
motivation of it’s team. The goal of an organisation, should not always be profit, however the
well being of it’ staff, so that a sustainable, and pleasant environment is increased, or maintained.
1.13 Summary
With the wide array of leaderships theories and concepts available today, leaders in
organisations like Company X, are able to combine, or select from, a large variety of techniques,
strategies and methods. The main challenge however, is being able to determine, which style , or
type of leader, will work best, for each situation or team, regardless of any proven strategy is the
past.
From the above discussion, it is summarized, that almost every theory has it’s debatable
strengths and limitations, as well as leaders. Although Company X, will always most likely hire
a certain kind of leader, who conforms to the organizations requirements and directions, the
individual’s success might still depend upon their own behaviours. This includes their natural, or
acquired leadership qualities, and the style they implement when dealing with the given
situation, and others.
Chapter 2 - A Critical Evaluation
2.1 Introduction
In every organization, there is a leader which guides and motivates workforce so that
organizational goals & objectives can be achieved in a desired manner. Different leaders have
different personality, behaviour, management style and attitude. Hence, it is not possible to
implement a single model or theory that will be applicable for different leaders.
This hypothesis describe two kind of personality types i.e. Type A and Type B.
Individuals associated with Type A personality are well organized, impatient, competitive,
highly concerned with time management, and aggressive in nature whereas individuals having

type B personality are less neurotic, frantic, more relaxed, explainable and calmed in nature. In
this task, two leaders are taken and their characteristics & behaviour are discussed.
2.2 LEADER 1 – Wendy A.
Wendy is a Bank manager working in National Canadian financial institution. She
manages and supervise subordinates in a desired manner. Wendy prefers to work in a calmed and
organised manner due to which she is highly satisfied with the achievements and appreciation
she is getting while performing business operations. Wendy prefer to adopts creative and new
concepts due to which subordinates working under her performed appropriately even in in
difficult and complex situations.
Wendy A falls in the range of democratic style of leadership theory:
Democratic leadership theory is also known as participative leadership theory in which
the leader have shared power in making decisions and emphasizes on collaboration and the free-
flow of ideas (Montgomery, 2018).
As Wendy is a person having Type B personality, she prefer to uses democratic style of
leadership. As its name suggest, in this kind of leadership along with leader, other members of
the organisation are also given consideration while making important decisions. As everyone is
getting chance to share their opinion and views, Wendy is able to attain organisational goals and
achievements in a desired manner.
There are different behaviour which are incorporated by Wendy in her behaviour. These
are building trust among and with teammates, acting with integrity and inspire other working
staff so that best outcomes for a project or task can be achieved. Due to this, employees working
under Wendy x enhances their capabilities, educational level and career acceleration in a desired
manner. Wendy is not impatient and aggressive in nature due to which she is capable to manage
work in an organised manner.
2.3 Critical evaluation on Wendy's behaviour:
As Wendy was form a democratic leadership style theory, she likes to work with a steady
pace so that goals and objectives can be achieved desirably. She uses to enjoy those little
moments rather than stressing about the loosing or wining. Due to this, employees working with
her use to give her respect as she considers their emptions while performing business activities.

But there are some demerits which were faced by firm due to this personality and leadership trait
of her. As she was not strict in her approach, assignments and projects usually finishes lately due
to which the company has faced sometimes complex situations also. She was lean in her working
behaviour, this was the reason many employees prefers to come office late which reduces the
overall productivity of the company. Wendy chooses democratic leadership style to guide and
motivate the workforce. Due to this, point of views of employees were given consideration in a
proper way. This enhances the working potential of company too but this method of leadership
consumes a lot of time and there are many times when Wendy was confused what is right or
wrong as she was considering opinions and views of different people (Burnes and By, 2012).
2.4 LEADER- 2 - Steve B.
Steve B falls in the range of autocratic style of leadership theory:
Leadership style used by Steve to manage the entire organization is autocratic. In this
leadership style, an individual gives instructions about works and tasks rather than asking them
their opinion. All the decision are taken by manager only due to which decision making process
is quicker and outcomes can be achieved in a fast pace (De Hoogh, Greer and Den Hartog,
2015).
He is manager in M&S since April 2016, Rowe have spent her entire career in working
for M&S. He joined Topshop as a trainee and was promoted to the position of store manager.
But he was not satisfied with the career opportunities there and joined M&S. Steve is a
successful businessman and company is sustaining a firm position under his leadership. Steve
posses Type A personality due to which rival companies considers him as a workaholic. He is
very competitive in nature and tries to deliver his best performance so that company can became
worldwide popular. But some people, consider his personality as impatient and rude as he is
highly concerned with performing well even in complex situations which specify that he follows
autocratic style of leadership theory. Due to which he is capable to manage all the tasks and
projects within allotted deadlines. Steve is achievement oriented due to which even if he is
performing well, it will be difficult for him to appreciate its efforts.
2.5 Critical evaluation of Steve's behaviour:
As Steve is a person having autocratic style of leadership, he is capable to take important
decisions without getting confused. His behaviour is most suited in those situations in which

taking a action is better than not doing anything. People having Type A trait can manage multi-
tasking due to which tasks are accomplished within allotted deadlines. As Steve is decisive and
practical in nature, he easily manages difficult and complex situations without facing any big
complexities. This help the firm to achieve their goals in a timely and desired manner but
satisfaction level of employees is very low in this case (Higgs and Dulewicz, 2016).
As Steve prefers to be a perfectionist, his expectation level is very high due to which he
use to became hard on himself and employees working under him. Before initiating a project, he
prefers to make an appropriate time table so that all the work can be divided according to the
priority but in some situations it became annoying for the working staff as they are not given the
chance to perform according to their comfort zone. This can have bad impact on the mind of
people due to which working morale and productivity of firm can be reduced.
2.6 Summary
After analysing the leadership behaviour of both the leaders, it can be summarized that
every personality trait posses some positive and negative aspects. The main aim of the
organization is to earn high revenues and profits which can be easily achieved by the individuals
which behaves as a Type A personality people that is following up of autocratic style of
leadership theory. But this is not sufficient as along with profits managing the staff of a firm is
also vital and to create a feeling of belongingness among employees democratic style of
leadership theory must be followed. This is because employees are the assets of the company, if
they will be mistreated then working productivity of the company will reduce accordingly.
Hence, to achieve organizational objective a leader needs to be confident, strong, passionate and
science but side by side they needs to consider the welfare of people working under them also.
Chapter 3 - A Summary of Learning
3.1 Introduction
Although I have carried out several leadership roles previously, this assignment has given
a terrific in depth analysis of the history, techniques and actual theories involved, and how I may
apply them to my own organisation.
For the last 2 years, I have personally owned and managed several rental residential properties
in the Detroit, Michigan area, in America. Part of my continued success I believe, is the way I
value, attend to, and coordinate with my tenants and associated colleges, or employees.

My daily actives involve the effective operation of my rental chain, which includes
managing the emotions of others, including my own, high stress levels, attempted delegation of
associated tasks, and the successful streamline of finance, including acceptable expenses and
profit margin.
Having now learned about the main leadership theories, how they are applied, including
strengths and deficiencies, has further sharpened my skills and potential success as a leader
within my own organisation. It has also given me additional clarity, and the ability to identify
areas where I might be able to improve.
3.2 A Summary of the learning
After learning about various kinds of leadership theories and comprehending their value
and limits, I have concluded that there is not a single theory which is suitable for all situations
within an organisation. I have learned with Transformational Theory, it is not possible to attain
the required outcomes and objectives, without motivating the workforce in an inspirational
manner. Transactional theory teaches me that if I wish to enhance the potential of my
employees, I should reward them for their hard-work and achievements, or reprimand, with the
appropriate use of discipline if required.
Great man theory denotes that a person can only be a leader if he/she posses inherited
skills. I do not agree with this concept. I believe that if I work hard, and consistently improve
myself, I I can operate as even better leader, even if I lack some of skills and capabilities
initially. Trait theory specifies that to be a good leader, an individual requires certain traits and
skills, which differentiate them form others, where as contingency has taught me, no matter how
perfect a theory is, there is no single concept, which will be applicable in every situation. As a
leader, it is my responsibility to find an appropriate solution for the problem, without depending
on a single approach. Behavioural leadership theory believes that leadership qualities can be
learned, and acquired, which lends itself to an encouraging outlook, for aspiring individuals
within in organisation, who wish to excel in their careers.
I also now believe in adopting participative leadership in certain situations, in which I
will tackle important decisions, only after considering the opinions of others. Realizing, that
there are different kinds of power in the hands of a leader (Deenmamode, 2012) I will try to only
use the right type of authority, as required, and refrain from any type abuse, otherwise I may risk
a high turn over of employees, as will as tarnishing my reputation.

Other material I felt what was very inspirational during this journey, was the section
“What Leaders Can Influence” by Gary Yukl (2012, pg 8) describing the options Leader can
utilize, to operate their organization with additional transparency. This gives additional clarity,
as to the several resources available to a successful leader, which is excellent reference guide.
Being cognizant of “ Maslow’s Hierarchy of Needs” has made me additionally aware, of
the potential motivation of individuals. By realizing, accepting and comprehending our desires
to achieve several of the basic needs in sequence, one can perhaps decipher where one is in their
life stage, or ambition in order to further excel.
Finally, I appreciate the work of Stephen. R Covey (2004) 7 Habits of Successful People,
basically indicating that leaders should have a clear vision, operate in balance, conduct mutually
beneficial negotiations, create synergy, and prioritize efficiently. 11 Principals of Leadership (US
Army 1948) also indicates 11 great principals effective leaders can utilize. Both these sources
provide a healthy and prioritized framework, in which I can draw from, in order to operate my
rental business with more effectiveness.
3.3 Further development
After further reflection, and review, I firmly believe that I should acknowledge my
strengths and weaknesses on a continual basis, in order to be perform as a better leader within
my organization. Previously, I might have believed that I already possessed all the required
skills and traits, without regular thought as to how I might be able to improve. My objective now
is to try to continually advance my abilities as a leader, using the learned concepts, and trying to
apply as appropriate.
A technique I have recently learned to achieve the above objectives is “SWOT Analysis”
which was created by Albert Humphrey in the 1960s, who was a management consultant at
Standford (Swot Analysis. 2012). SWOT, an acronym for strengths, weaknesses, opportunities
and threats, assists with giving a full perspective, at a certain point in time, about your where I,
or my organization stand in terms of required improvement, or superiority. Conducting a regular
review like this, will give invaluable insight in regards to assisting with identifying areas to
either target, or maintain.
One theory in particular, also resonated quite personally, which is Emotional Intelligence.
It is a very powerful tactic, to be able control one’s emotions, as well as others, in healthy,
professional, and effective manner. Having acquired this related knowledge, will allow myself

to review, and assess my own actions, in a more calm, and calculated manner, something in
which I probably didn’t realize, or properly handle previously. Instead of perhaps flying off the
handle right away, if something unpleasant occurs, realize and accept why I am angry, and then
taking time to pause and let it pass.
Finally, I am under the impression now, that I am not taking others opinions into
consideration enough, hence leaning towards a more democratic style of leadership. If I value the
recommendations of others, when dealing with perhaps situations where my experience is
lacking, or not valid, I might greatly benefit from it.
3.4 Summary:
In summary, I believe I tend to, and will now continue to lead with a mixed style of
leadership. Depending on the situation, I might use a transformational style, if I wish to inspire,
or if more demanding circumstances arise, perhaps a transactional style. I may also draw from a
democratic approach, with a participative method, as required, and exert a mixed use of power
when appropriate, including legitimate, expert or coercive.
My aim is to continue to lead with an ethical approach, including integrity, reliability,
and the ability to develop trusting relationships (Bennis and Nanus, 1985). When possible or
applicable, I will provide my team with a clear, precise and mutually beneficial vision, allowing
them to achieve their personal goals, as well as ours. I very much look forward to utilizing these
new concepts and theories, I have analysed and learned, and experiencing positive outcomes.
CONCLUSION
While questions about leadership have long been a subject of speculation as demonstrated
within this report, a solid base of theories have definitely been created, analysed, and built upon
over the years. It can be concluded that there are different types of leadership theories, which
can assist individuals in performing as an efficient, or superior leader within their organisations.
The main objective is being able to strike a balance, with not only the aspirations of the
company, however contributing to the growth and success of your diverse team as well.
Finally, after comparing the main theories of leadership, along with previous leaders I have
worked with, and further exploring my own qualities, I now firmly believe, I have gained the
additional valuable skills. I can now draw on these assets, to maintain, and realistically

strengthen my performance as a valued leader. It will be exciting to see, how these main
theories, and perhaps even new opinions, develop over time.

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