Leadership is a term that is used by many people, but what does this term really mean? Does it mean that a person that accomplishes something political a leader, or a complex task. Or does it mean how to grow people into becoming something better than themselves and still getting the mission accomplishment? Today and tomorrow we will look at the 20 leadership models that try to explain this concept. Keep in mind that the definition of Leadership is very limiting that is why we are looking at all the key leadership models. Before we begin here is the definition of Leadership from Websters Dictionary:

"leadership noun

lead·​er·​ship | \ ˈlē-dər-ˌship \

Definition of leadership:

1: the office or position of a leader
//recently assumed the leadership of the company

2: capacity to lead
// a politician who lacks leadership

3: the act or an instance of leading
// leadership molds individuals into a team
— Harold Koontz & Cyril O'Donnell

4: LEADERS
// the party leadership
"
The above is not very helpful outside a very general concept, but lets dig deeper to really determine what leadership may really be.

Here are the first ten Leadership concept models:

"In its definition, leadership is a process by which a person influences others to achieve an objective and directs the group in a way that makes it more cohesive and coherent. There are many different ways to be an effective leader and a positive influence to those who work along with you. An individual that is often deemed an effective leader in one field isn’t nearly as effective in other fields. The following leadership models and theories are rooted in these styles.

1. The Great Man Theory
In this theory, leadership is seen as a heroic act on the part of the individual. There is something special about a person’s combination of qualities, personality traits, and abilities that sets him or her up as a great leader and separates that person from the rest of the pack. The Great Man Theory is simple in its foundation as businesses have long been turning to individuals who are capable of inspiring others to achieve a common goal, to provide motivation and support on the way towards realizing this goal. This theory considers character traits exclusively and not individual behavior.

2. Hersey and Blanchard Situational Leadership Theory
This theory suggests that the most effective leadership style is affected by the circumstances leaders find themselves in. A leader’s ability to lead hinges on situational factors. If these factors are understood, leaders will be able to influence their surroundings and followers much better than if these factors were ignored. Situational leaders focus on followers rather than the workplace environment, according to Hersey and Blanchard. Leaders change their behavior according to the needs of their followers, and they adapt and progress in response to the demands of followers. Hersey’s model describes influence behaviors and performance readiness while Blanchard’s model describes leadership styles and development levels.

3. Change Formula
The Change Formula is a simple but powerful tool that gives potential leaders a quick, first impression of the possibilities and conditions to change a company. This formula has been seen as a major milestone for the field of Organizational Development, which has expanded gradually over time. The model of this formula by Beckhard and Harris is attributed to David Gleicher. Business objectives, employee engagement, and organizational success make up the focus of this formula. The formula is “Dissatisfaction x Vision x First Steps > Resistance to Change.” All three of these components must all be present to overcome the resistance to change in the workplace.

4. The Lewin Theory of Behavioral Leadership
Kurt Lewin’s model of behavioral leadership argues that there are 3 types of leaders, which include Autocratic, Democratic, and Laissez-Faire types of leaders. Autocratic leaders make decisions as dictators without discussing matters with their teams. Decision-making is fast with autocrats because it is useful for short-duration projects that have a very tight deadline where the business needs to make snap decisions. Democratic leadership seeks the input of the team before decisions are made. Responsibility for the decision and its outcome is shared. Laissez-faire is French for “let people do as they choose.” This means that leaders don’t interfere with what their employees are doing. This leadership style works when employees are motivated and capable of delivering excellent work without the need for close supervision.

5. Transformational Leadership
James MacGregor Burns developed the theory of transformational leaders in the context of political leadership, where two types of leaders exist. There are transactional and transformational leaders. Transactional leaders use the carrot and stick method to influence their followers, providing incentives and withholding rewards, and they gain compliance by what they offer in exchange. Transformational leaders motivate their followers to support each other and the entire business. Employees respond with feelings of loyalty, admiration, and trust for this leader. The source of a transformational leader’s power consists of 4 behaviors, which are idealized influence, inspirational motivation, intellectual stimulation, and individual consideration.

6. Disruptive Innovation
Harvard professor Clayton Christensen conducted research on the disk-drive industry in 1997, publishing a book titled “The Innovator’s Dilemma.” Examined was the way an innovation transforms an existing market or sector by introducing simplicity, convenience, accessibility, and affordability where complexity and expensiveness are the status quo. Products and services that are not as good as what exists in the market, but are simpler in function, more convenient and cheaper represent disruptive innovation. Incumbents, the largest companies in certain industries, will allow new companies to make advancements to their products if they don’t act. Incumbents can either change the processes and values of their current organization, acquire a different organization, or create an independent organization.

7. Management by Objectives
This theory was first popularized by Peter Drucker in his 1954 book titled “The Practice of Management.” Management by Objectives is the process of defining specific objectives within an organization that management can convey to their employees, then deciding how to achieve the company’s desired objectives. The framework of this theory consists of 5 steps. Managers and supervisors first review their organizational goal. Next, they set the worker objective. The third step involves them monitoring the progress of their workers. Then they evaluate what is done, and finally, they will give employees rewards if the job was performed correctly. The principle is for employees to have a clear understanding of their roles and responsibilities.

8. Hierarchy of Needs Theory
In 1943 Abraham Maslow proposed the Hierarchy of Needs Theory. This theory states that there is a hierarchy of 5 needs within each individual, which are physiological needs, safety needs, social needs, esteem needs, and self-actualization needs. Unsatisfied needs motivate individuals, according to Maslow. Physiological needs are basic needs like air, water, food, clothing, and shelter. Safety needs are physical, environmental, and emotional safety and protection. Social needs include the need for love, affection, and care. Esteem needs are internal such as self-respect and confidence, and external such as recognition, power, and status. The self-actualization need is the urge to become what you are capable of becoming, and what you have the potential to become. It includes the need for growth and self-contentment.

9. Leadership Pipeline
Walter Mahler published a framework on his findings at General Electric in the 1970s in a paper titled Critical Career Crossroads. Mahler argued for a shift in work values at different stages of the organization to ensure leadership success. In 2000, Ram Charan, Stephen J. Drotter, and James Noel took Mahler’s ideas further in their book titled “The Leadership Pipeline.” There are 6 steps to the Leadership Pipeline model created in a way that leaders are able to develop the competencies required and ultimately lead to the ability to be in charge of the organization.

1) Managing Self to Managing Others
2) Managing Others to Leading Managers
3) Leading Managers to Functional Manager
4) Functional Manager to Business Manager
5) Business Manager to Group Manager
6) Group Manager to Enterprise Manager

10. Change Phases
In 1990 John Krotter concluded in his book titled “A Force for Change: How Leadership Differs from Management” that there are 8 reasons why many change processes fail.

Too much complacency being allowed
Failing to build a substantial coalition
Understanding the need for a clear vision
Failure to communicate the vision
Permitting roadblocks against the vision
Not planning and getting short-term victories
Declaring victory prematurely
Not anchoring changes in corporate culture
Krotter’s model of changing phases consists of 8 parts, which are the following;

1) Establish a sense of urgency
2) Create a coalition
3) Develop a clear vision
4) Share the vision
5) Encourage people to clear obstacles
6) Secure short-term victories
7) Consolidate and keep moving
8) Anchor the change"

Tomorrow we will look at the next ten models of Leadership.

References:

https://www.merriam-webster.com/dictionary/leadership
https://futureofworking.com/20-types-of-leadership-models-and-theories-in-management/