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One of the more useful ways to classify leadership theory and research is according to the
type of variable that is emphasized the most. Three types of variables that are relevant for
understanding leadership effectiveness include
Characteristics of leaders
Characteristics of followers
Behavior
Influence tactics
Characteristics of the Follower
Size of unit
Task interdependence
Environmental uncertainty
External dependencies
DIFFERENT APPROACHES FOR LEARNING
LEADERSHIP
The trait approach
Underlying this approach was the assumption that some people are natural leaders,
endowed with certain traits not possessed by other people. Early leadership theories
The behavior approach began in the early 1950s after many researchers became discouraged
with the trait approach and began to pay closer attention to what managers actually do on
the job. One line of research examines how managers spend their time and the typical
This research seeks to explain leadership effectiveness in terms of the amount and type of
power possessed by a leader and how power is exercised. Power is viewed as important not
only for influencing subordinates, but also for influencing peers, superiors, and people
outside the organization, such as clients and suppliers.
SITUATIONAL APPROACH
The situational approach emphasizes the importance of contextual factors that influence
leadership processes. Major situational variables include the characteristics of followers, the
nature of the work performed by the leader’s unit, the type of organization, and the nature
it has become more common for researchers to include two or more types of leadership
variables in the same study, but it is still rare to find a theory that includes all of them (i.e.,
an intra-individual process
a dyadic process
a group process
an organizational process
INTRA INDIVIDUAL PROCESS
Because most definitions of leadership involve influence processes between individuals,
leadership theories that describe only leader attributes are rare.
The explanation of leader influence is usually in terms of how the leader causes the
influenced by leaders, and they usually involve all members of a group or team, not only a
single subordinate.
ORGANIZATIONAL PROCESS
usually exists in a larger social system, and its effectiveness cannot be understood if the
focus of the research is limited to the group’s internal processes. The organizational level of
analysis describes leadership as a process that occurs in a larger “open system” in which
The leader-focus is strongest in theory and research that identifies traits, skills, or behaviors
that contribute to leader effectiveness
Other Bases for Comparing Leadership Theories
Prescriptive theories specify what leaders must do to become effective, and they identify any necessary
conditions for using a particular type of behavior effectively.
The two perspectives are not mutually exclusive, and a theory can have both types of elements. For example, a
theory that explains why a particular pattern of behavior is typical for leaders (descriptive) may also explain
which aspects of behavior are most effective (prescriptive).
Other Bases for Comparing Leadership Theories
Universal or Contingency Theory
A universal theory describes some aspect of leadership that applies to all types of situations, and the theory can
be either descriptive or prescriptive. A descriptive universal theory may describe typical functions performed to
some extent by all types of leaders, whereas a prescriptive universal theory may specify functions all leaders
must perform to be effective.
A contingency theory describes some aspect of leadership that applies to some situations but not to others, and
these theories can also be either descriptive or prescriptive. A descriptive contingency theory may explain how
leader behavior varies from one situation to another, whereas a prescriptive contingency theory describes
effective behavior in a specific situation.