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 Valence Model of Leadership
The valence model of emergent leadership is based on a group-development sequence. As per the valence model, the process of emergent leadership passes through three distinct stages; Orientation, Conflict, and Emergence. Group members willingly start following and obeying the leader who has passed the "emergence threshold."
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According to Environmental theories of leadership, a leader needs to deal effectively with environmental complexities and lead in a certain style as a result of environmental responses. Environmental influenced leadership demand leaders to learn how to adjust environmental factors. Leaders also have the responsibility of creating the right kind of environment for their followers by focusing on environmental factors and pressures.
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The psychodynamic approach to leadership has its roots in the work done by Sigmund Freud. These involved psychological theories of personality development and explaining leadership using psychoanalytic concepts. It tries to define a person is in terms of personality traits. Personality structured into three parts (i.e., tripartite) - the id, ego, and superego.
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Attribution Theory of Leadership
The attribution theory of leadership deals with the formation of individual opinions about the reasons for particular events or observations. People will always try to understand why people do what they do. The leader will make a judgment about his employees based on his attribution of the causes of the employees' performance. Individuals will also make inferences about the leader and react to poor performance by the leader.
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McClelland's Theory of Needs is a human motivation theory which states that an individual's specific needs are acquired over time through our culture and life experiences. As per the three needs theory, these acquired needs significantly influence the behavior of an individual. The three main driving motivators are the needs for achievement, affiliation, and power.
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Transactional Analysis also is known as the theory of human personality was proposed by Eric Berne in the 1950s. This theory of transactional leadership defines three different ego states in a person who engages in transactions with another person's ego states. These three ego states refer to major parts of an individual's personality and reflect an entire system of thought, feeling, and behavior.
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Leader-Participation Model provides a set of rules to determine the form and amount of participative decision making. It helps identifies different ways a decision can be made based on the degree of follower participation. It proposes a method for leaders to involve all members of the organization work together to make decisions.
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Leadership has been defined in different ways by different sets of scholars. In very simple terms leadership can be defined as the skill of a person to influence an individual or a group for achievement of a goal in a given situation. One can use different dimensions and perspectives to define leadership. Through the evolution of leadership thought, leadership has been defined in various ways discussed here.
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University of Iowa Studies was the first leadership study to analyze leadership using scientific methodology. The study was conducted by Lewin, Lippitt, and White and worked on different styles of leadership. The studies explored three leadership styles - authoritarian, democratic, and laissez-fair leaders. This early study was very influential and established three major leadership styles.
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Michigan Leadership Studies led to behavioral Leadership Theory as a result of a leadership study conducted at the University of Michigan. Michigan studies identified three important behaviors of leadership called task-oriented behavior, relationship-oriented behavior, and participative leadership. Two leadership styles associated with studies are employee orientation and production orientation.
