Many Schools Of Thought Have Developed Throughout History

Many Schools Of Thought Have Developed Throughout History That

Many schools of thought have developed throughout history that propose various theories about the source and development of leaders, how leaders are discovered, and how they can be identified. Early leadership theories focused on the qualities that distinguished leaders from followers; subsequent theories looked at other variables such as situational factors and skill levels. Evaluate the similarities and differences between two approaches or theories of leadership: the trait approach and behavioral theory; the Situational Leadership® Model and authentic leadership theory; or the transformational and transactional leadership theories. Begin by providing a brief summary of the two approaches or theories of leadership you have chosen to analyze.

Then, examine the common characteristics and differences between the two approaches or theories you selected. Use a minimum of two scholarly sources to support your post. Cite your sources according to APA style. Article McWilliams, Margaret A., .(2007, Jul-Aug). A leadership competency model: Guiding the NAON process . Orthopaedic Nursing . 26:4, . Retrieved from the EbscoHost database. SHRM . (2008). Leadership competencies (Links to an external site.)Links to an external site.. Retrieved from Schippmann, J. S., Ash, R. A., Battista, M., Carr, L., Eyde, L. D., Hesketh, B., Kehow, J., Pearlman, K., Prien, E. P. & Sanchez, J. I. (2000). The practice of competency modeling. Personnel Psychology, 53(3), 703–740. Retrieved from the EBSCOhost database. Multimedia Goldberg, J. (Producer). (1997). A report from the Harvard Business School: Leadership (Links to an external site.)Links to an external site.[Video file]. Retrieved from the Films On Demand database. INTELECOM (Producer). Elements of leadership (Links to an external site.)Links to an external site. [Video file]. Retrieved from Websites Changing minds. (2013). Leadership theories (Links to an external site.)Links to an external site.. Retrieved from

Paper For Above instruction

The exploration of leadership theories offers profound insights into how effective leaders emerge, are recognized, and develop over time. Among the numerous frameworks, the trait approach and behavioral theory stand as foundational paradigms that have significantly influenced leadership research. This paper provides a comprehensive comparison of these two perspectives, highlighting their similarities, differences, and implications for understanding leadership development.

Summary of the Trait Approach and Behavioral Theory

The trait approach to leadership posits that certain innate qualities or characteristics distinguish leaders from non-leaders. Early leadership studies, inspired by trait psychology, aimed to identify specific traits such as intelligence, confidence, charisma, and integrity that predispose individuals to be effective leaders (Northouse, 2018). This approach suggests that possessing these traits increases the likelihood of leadership success, and thus, leadership emergence can be predicted based on inherent personal qualities. The trait perspective emphasizes stability and consistency in leadership qualities, implying that effective leaders are born rather than made (Mann, 1959).

Conversely, behavioral theories shifted the focus from inherent traits to observable actions and behaviors that define leadership. This perspective emerged as a response to limitations in the trait approach, emphasizing that effective leaders can be trained and developed by adopting specific behaviors (Stogdill, 1974). Behavioral theories classify leadership actions into categories such as task-oriented behaviors, relationship-building behaviors, and participative styles. The Ohio State Studies and Michigan Leadership Studies were instrumental in identifying key leadership behaviors that correlate with effectiveness (Yukl, 2013). Unlike trait theories, behavioral approaches imply that leadership is a set of skills that can be learned and modified, emphasizing the importance of context and situation.

Common Characteristics of the Two Approaches

Both the trait and behavioral approaches aim to understand what makes an effective leader, seeking to identify characteristics and actions that lead to successful leadership outcomes. They emphasize the importance of individual qualities—whether innate or learned—that influence leadership effectiveness. Additionally, both models have contributed to leadership selection and development practices; for example, trait assessments and behavioral training programs are used in organizational settings to foster leadership potential (McWilliams, 2007).

Differences Between the Trait and Behavioral Approaches

The primary distinction lies in their foundational premise: the trait approach assumes leadership qualities are innate and relatively stable over time, whereas behavioral theory assumes that effective leadership results from learned behaviors and actions that can be developed through training and experience. Moreover, trait theories are less adaptable to different contexts, suggesting a universality of traits across situations, while behavioral theories accommodate variability, implying that effective leadership behaviors may depend on situational demands (Yukl, 2013).

Another key difference relates to their implications for leadership development. Trait theories suggest that identifying individuals with innate qualities is the path to leadership development, whereas behavioral theories emphasize training and behavioral modification as means of cultivating leadership skills (Schippmann et al., 2000). Consequently, organizations adopting a trait perspective tend to focus on selection based on personality assessments, while those endorsing behavioral models invest in leadership training programs.

Implications for Practice

The contrasting assumptions of these models inform diverse approaches to leadership development. Trait theory supports the use of personality assessments and psychological testing to select high-potential candidates, aligning with a talent-based approach. Behavioral theories underpin training programs designed to teach specific leadership skills and actions, fostering a more inclusive and developmental perspective (Goldberg, 1997). Recognizing that effective leadership may involve both inherent qualities and learned behaviors enables organizations to adopt a hybrid approach that combines assessment and development methods.

Conclusion

Understanding the similarities and differences between the trait approach and behavioral theory enriches the comprehension of leadership as both a personal and relational process. While traits provide insights into innate qualities that may predispose individuals to leadership, behaviors highlight the importance of actions and skills that can be cultivated. Integrating both perspectives offers a comprehensive framework for developing, selecting, and understanding effective leaders within organizations and society at large.

References

• Goldberg, J. (Producer). (1997). A report from the Harvard Business School: Leadership [Video]. Films On Demand.
• Mann, R. D. (1959). A review of leadership studies: United States and foreign countries. In R. M. Stogdill & A. E. Coons (Eds.), Leadership: A behavioral approach (pp. 31-48). University of Chicago Press.
• McWilliams, M. A. (2007). A leadership competency model: Guiding the NAON process. Orthopaedic Nursing, 26(4).
• Northouse, P. G. (2018). Leadership: Theory and practice (8th ed.). Sage Publications.
• Schippmann, J. S., Ash, R. A., Battista, M., Carr, L., Eyde, L. D., Hesketh, B., Kehow, J., Pearlman, K., Prien, E. P., & Sanchez, J. I. (2000). The practice of competency modeling. Personnel Psychology, 53(3), 703-740.
• Stogdill, R. M. (1974). Handbook of leadership: A survey of theory and research. Free Press.
• Yukl, G. (2013). Leadership in organizations (8th ed.). Pearson.