Effective Leadership Processes |  |
Chapter SummaryThis chapter presents and analyzes the processes of leadership. The classic research studies on leadership set the stage for the theoretical development of leadership. The trait theories concentrate on the leaders themselves but, with the possible exception of intelligence and emotional maturity (EQ) characterized by empathy/interpersonal sensitivity, and self-confidence or self-efficacy, really do not come up with any agreed-upon traits of leaders. In recent times the trait approach has resurfaced in terms of leader skills and competencies.
The group and exchange theories emphasize the importance of followers, and
although the vertical dyad linkage (VDL or LMX) model still generates research, the group and exchange theories in general are recognized to be only partial theories. Today, the widely recognized theories of leadership tend to be more situationally based. In particular, Fiedler’s contingency model made a significant contribution to leadership theory and potentially to the practice of human resource management. The path-goal approach also made an important contribution to leadership understanding. It incorporates expectancy motivation concepts.
All the established theories of leadership continue to provide understanding and a foundation for the practice of leadership in today’s organizations. However, in recent
years a number of alternative theories have emerged to supplement and, in some cases, facilitate better understanding of the various processes of effective leadership. In particular, the charismatic, transformational, social cognitive, and substitutes approaches have received increasing attention. Charismatic leaders (characterized as having qualities beyond the usual appointed leader) get extraordinary commitment and perform-ance
from followers. The charismatic leaders, however, as a group are considered only a subsection of the larger group of transformational leaders characterized by charisma,
inspiration, and intellectual and individualized stimulation. These transformational leaders are felt to be especially suited to today’s organizations as they experience dramatic change. The social cognitive theory of leadership incorporates the leader, the
situation, and the behavior itself. This social cognitive approach emphasizes the importance of behavior and the continuous, interacting nature of all the variables in leadership. The substitutes approach recognizes that certain subordinate, task, and organizational characteristics may substitute for or neutralize the impact that leader behavior
has on subordinate performance and satisfaction. All of these leadership theories
need more research to provide a better understanding of the complexities involved
and to make the applications to practice more effective.
Finally, studies of international leadership indicate the importance of recognizing
differences both across cultures and within cultures leadership studies. The GLOBE
project in particular is an example of a very comprehensive research program designed
to discover the nature of leader effectiveness by identifying both universal and culture-specific
variables that are associated with effective leadership processes. |
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2002 McGraw-Hill Higher Education