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Trait was one of the first systematic attempts to study leadership
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Stogdill
(1948/74) agreed that leaders processed different traits to followers
(intelligence, alertness, insight, responsibility, initiative, persistence,
self-confidence and sociability) , however, these personal factors
where relative to a situation
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Jung & Sosik 2006 – found charismatic leaders possess similar
traits
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The Big 5 – consensus amongst researchers that 5 basic
factors make up personality – Neuroticism, extraversion, openness,
agreeableness and conscientiousness
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Strengths – more research than any other theory (100 years), fits the
notion that leaders are different, gives benchmarks for what is needed
in a leader
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Situational – Hersery and Blachard 1969
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Directive and
supportive dimentions
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S1 – Directing, S2 – Coaching, S3 – Supporting, S4 –
Delegating
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Weaknesses- few research studies have been
conducted, unclear follower development levels, changes made to
original not explained, unlear how development levels were
conceptualised (why do they loose commitment as they progress), fails
to account for demographic characteristics, does not explain what to
do in a group situation
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Leadership is a process that is co-created in social and relational
interactions between people (Fairhurst and Uhl-Bien 2012)
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Following
behaviour represents a willingness to defer to another in some way – DeRue
and Ashford 2010 – granting a leader identity to another and claiming a
follower identity for oneself
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Although
our review shows that most research on leadership recognizes the follower in
some way, the focus on followership as a research area in its own right has not
occurred until very recently (Carsten et al
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,
2012 and Sy, 2010)
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g
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The second, a
constructionist approach (Fairhurst & Grant, 2010), views followership as a
relational interaction through which leadership is co-created in combined acts
of leading and following (DeRue and Ashford, 2010, Fairhurst and Uhl-Bien,
2012 and Shamir, 2012)
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Strengths: Moves us beyond leader-centric view to
recognise the importance of follower roles, distributes responsibility for
constructing leadership and it’s outcomes, focuses us on identifying more and
less effective follower behaviours, recognises that leadership can flow in all
directions (not just downward)
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3 basic
administrative skills” Technical (things), Human, Conceptual
(ideas)
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Skills are what people can accomplish,
traits are who people are
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Study
funded by US army over several years with 1800 officers over
6 grades
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Strengths – Leader centred model that stresses importance of
developing skills, first approach to conceptualise skills, makes
leadership available to everyone, incorporates a wide variety
of components, structure consistent with the curricular of
most educational programs
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Path-goal – How leaders motivate follower to achieve their
goals
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By choosing behaviours that complement or
supplement the organisational setting, the leader is able to
cater to the follower’s motivational needs
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House and Mitchell (1974) major
companents: leader behaviours – directive, supportive,
participative (invited followers to assist in decisions),
achievement orientated (challenges followers)
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Task Characteristics - design of follower’s task,
formal authority system of the organisation, primary work
group of followers
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Weaknesses – Complex with many different aspects of
leadership, hard to interpret, only received partial support
from many studies, treat leadership as one way
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Task behaviours –
facilitate goal accomplishment
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The Ohio State
studies (Hemphill and Coons 1957) questionnaire with 150 questions
given in a variety of settings, found a certain cluster of behaviours were
typical of leaders
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Strengths – broadened scope
of leadership research to what people did, studies validate and give
credibility to basic approach, allows leaders to learn about themselves
and develop
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Transactional – focuses on the exchange between leaders and followers
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Motivate
followers to do more than expected by: raising levels of consciousness,
getting them to transcend their own self interest for the sake of the team
and address high level needs
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Pseudo transformational – personalised leadership which
focuses on the leaders own interests rather than others (Bass and
Steidlmeier 1999)
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Effects on
followers: trust, similarity between followers and leaders beliefs, affection
towards leader, obedience, identification, emotional involvement,
heightened goals and increased confidence (House 1976)
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Weaknesses- lacks
conceptual clarity as it covers a wide range of activities and characteristic,
treats leadership as a personality trait rather than a behaviour that can be
learned, research has not been able to establish whether transformational
leaders are actually able to transform leaders (only that they produce
positive outcomes), does not consider that followers could be influencing
leaders, the leader is putting themselves above follower needs, has the
potential to be abused as leader is transforming people

Servant - A form of leadership that shifts from self-interest to a service to others
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9 key attributes: listening, self awareness, foresight,
empathy, persuasion, stewardship, healing, conceptualisation and building a sense of community, A burgeoning new research area
and leadership theory that has been linked to ethics, virtues, and morality is servant leadership (Graham 1991; Lanctot and Irving
2010; Parolini et al
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Servant leadership theory’s emphasis on service to others and recognition
that the role of organizations is to create people who can build a better tomorrow resonates with scholars and practitioners who are
responding to the growing perceptions that corporate leaders have become selfish and who are seeking a viable leadership theory to
help resolve the challenges of the twenty-first century

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