Bass's Transformational Leadership Theory
Bass Transformational Leadership Theory is based on performance beyond expectations approach which defines four elements of transformational leadership. The 4 elements described by Bernard A. Bass in 1985 are Idealised Influence, Intellectual Stimulation, Individualised Consideration, and Inspirational Motivation. This study highlights four key insights about performance beyond expectations and associated criteria to measure it.
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The style approach emphasizes that one style of leadership behaviour cannot be effective in all situations. Earlier theories treated leadership exclusively as a personality trait and behavior approach has widened the scope by including the behaviors of leaders and what they do in various situations. Explore how you can benefit from the concepts to understand your own behaviors and what are some of the leadership tools based on the style approach to leadership.
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Servant Leadership is a recent revolutionary theory of leadership that focuses on leaders achieving authority rather than power. A servant leader considers the needs of others and tries to serve the followers by becoming a servant first. Servant leadership is leading with a desire to better serve others.
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Lewin’s Change Management Model
Lewin's change management model is a framework for managing organizational change. Lewin's methodology of different Leadership Styles recognizes three distinct stages of change - creating the perception; moving toward the new desired level of behavior and, ensuring new behavior as the norm.
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Transformational Theories of Leadership
Transformational leadership theories focus on the leadership approach where the leader encourages, inspires employees to innovate and create positive and valuable organizational change. A transformational leader works towards “transforming” the culture to one that cultivates trust, mutual admiration, loyalty, and respect with the end goal of developing followers into leaders. Transformational leaders are known to be visionary, inspiring, daring, risk-takers, and thoughtful.
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Contingency Theories of Leadership
Contingency theories of leadership focus on both the leader's persona as well as the situation/environment in which that leader operates. These theories consider the context of leadership which means whether or not the leadership style suits a particular situation and states that a leader can be effective in one circumstance and a failure in another one. A leader will be most effective when he applies the right leadership style to a given situation and environment around him. Contingent leaders are flexible and adaptable.
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The social identity theory of leadership views leadership as a group process. Social identity is a person's sense of who they are based on their group membership. Social identity theory sets agendas and goals generated by social categorization, defines who we are based on processes associated with social identity, and motivates to conduct ourselves based on what followers think of the leader.
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Functional leadership theory addresses specific leader behaviors that are expected to contribute most to the organizational effectiveness by focusing on how the leadership process occurs. The leader should ensure that all needs of the group get addressed.
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Charismatic leadership is a trait-based leadership theory where the leaders act as visionary driven by their convictions and motivate their followers to work towards common vision using their charm and persuasiveness. These charismatic leaders act as role models and exhibit extraordinary characteristics that inspire devotion and motivation in followers to persuade change. Leaders are able to cultivate a profound sense of trust with the group of followers.
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Power is the ability to exercise influence or control over others. Leadership involves authority and it is very important for leaders to understand what type of power they're using. The 5 Types of Power in Leadership are Coercive power, expert power, legitimate power, referent power, and reward power. Authority is the right to command and extract obedience from others. It comes from the organization and it allows the leader to use power.
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In the field of communication studies, there are numerous models. No one model is suitable for all purposes and all levels of analysis. Some common models are known as Lasswell Model, George Gerbner Model, David Berlo Model, Shanon and Weaver Model, Osgoods Model, and Schramm Model. All these describe the four components of the communication process, namely, the source (communicator), the message, the channel, the receiver (audience).
