Yesterday we looked at the first 10 leadership models and today we will finish up with the last 10 models. Here is from futureofworking.com:

"11. Servant Leadership
In this model of leadership, one needs to focus on the needs of others, especially the needs of his or her employees before considering their own. The job of this leader is to acknowledge the varying perspectives of other people and give them support in achieving their goals in the right manner. When applying this type of model, leaders should try to involve their team members in decisions where their opinion truly matters. The more that company teammates are engaged together, the better their efforts will lead to innovation. Having such a leadership model may not work in a hierarchical environment, but it can create a strong community sense within a team.

12. Five Competitive Forces
Understanding the competitiveness of a business environment and identifying your strategy’s potential profitability make up the core of this theory. Harvard Business School professor Michael Porter created this business strategy tool called the Five Competitive Forces and published it in 1979. According to Porter, five forces make up the competitive environment, which are the following;

1) Competitive Rivalry. The number and strength of your competitors are examined.
2) Supplier Power. How easy is it for your suppliers to increase their prices?
3) Buyer Power. How many buyers are there, and how large are their orders?
4) Threat of Substitution. A substitution that is easy and cheap to make can weaken your company’s position and profitability.
5) Threat of New Entry. Depending on people’s ability to enter your market, your position could be affected.

13. Three Levels of Culture
MIT professor Edgar Schein created this three-level model of organization culture, arguing that organizations don’t adopt a culture in a single day, but is formed in due course of time as employees go through various changes, adapt to the external environment and solve problems.

1) Artifacts. The first level is an organization’s characteristics that can be easily seen, heard, and felt by individuals collectively known as artifacts. Dress codes, furniture, facilities, and behaviors are examples.
2) Values. The values of the individuals working in the organization can be critical in deciding the organization’s culture. What people actually think matters a lot for the organization.
3) Assumed Values. The third level is the assumed values (certain beliefs and facts) of the employees which can’t be measured but do make a difference to the culture.

14. Stages of Team Development
Bruce Wayne Tuckman published the first four stages of growth in 1965, and then with Mary Ann Jensen in 1977 added a fifth stage. Tuckman’s belief was that these stages are inevitable in order for a team to grow to the point where they function well together and deliver high-quality results.

1) Forming. This first stage is when the team first meets each other.
2) Storming. Teammates compete with each other for status and for acceptance of their ideas.
3) Norming. The team is no longer focused on individual goals, but rather are focused on developing ways of working together (processes and procedures).
4) Performing. The focus is on reaching the goal as a group.
5) Adjourning. The project is coming to an end and the team members are moving off into different directions.

15. Authentic Leadership Model
Authentic leaders are all about sincerity. They are aware of their values, and strive to reflect those values in how they speak, act, and lead. By staying true to these values the credibility of these leaders increases. Self-awareness also means that authentic leaders often realize the depth of the impact of their interactions and decisions have on a team. Relational transparency indicates that authentic leaders will be much more of an open book to those they work with. Authentic leaders don’t put emphasis on office politics, bias, or emotional attachment, according to this model. Data and metrics matter more to authentic leaders, and they use these kinds of objective information to make decisions.

16. Autocratic Leadership Model
Standing on its own, the autocratic leadership model is all about chain of command and top-down instructions. Collaboration is small and decision-making is strongly dictated by the people on top. The rest of the team may or may not provide input, but the final decision always rests on the leader’s shoulders. The team is supposed to implement whatever the leader decides to do. In situations where major decisions have to be made quickly and frequently, getting input from others can become a waste of time. The rigidity of this model often makes for more strict supervision, which can be profitable and productive for the company.

17. Laissez-Faire Leadership Model
The exact opposite of autocratic leadership, this model by itself has a strong reliance on the input of others. The role and the supervision of a Laissez-Faire leader minimal, who leans on the shoulders of teammates to exercise their own initiatives and player a larger part in the decision-making process. This style is very laid back, but in an environment where talented and creative people dominate, this approach can be successful. As long as a number of basic principles are adhered to, this leadership model encourages a much higher level of creativity and freedom, which satisfies many stockholders and employees alike.

18. Shared Leadership Model
Also known as the Democratic Leadership model, power and authority are vested in a group in this model. Shared leadership is much more flexible and can better withstand sudden changes in the organizational structure. Shared leadership also promotes collaboration and cooperation among teammates, thus generally making employees much more motivated to work and be productive. A manager doesn’t need to exhaust all of his or her resources as there are proper decision-makers for every major step of the workflow, ensuring better quality control. Under shared leadership, there is much more freedom, and as they recognize this, employees are much more inclined to practice and apply their creativity.

19. Fiedler’s Contingency Theory
Fred Fielder developed his theory in the late 1960s, which centers around more of a situational leadership style. Fiedler believes that there are two types of leaders, one who is task-oriented and one who is people-oriented. According to this theory, the elements that would impact the effectiveness of leadership are;

How clearly defined and structured the job scope is
How much positional power the leader has
The relationship between leaders and followers
Adaptation in leadership is key. The best leaders adapt and will adjust themselves according to the situation. The point is to learn when to be a task-oriented leader, and when to be a people-oriented leader.

20. Path-Goal Leadership Theory
Robert House developed the Path-Goal Leadership Theory, which states that leaders will adjust and adapt to behaviors that will play to the strengths of their subordinates and compensates their weaknesses. The leader is assumed to be flexible in his or her style, changing according to the competencies of their followers in order to achieve organizational goals. House states that there are 4 leadership styles that can be applied, such as directive, supportive, participative, and achievement-oriented leadership styles. The point of this theory is that if a leader can balance these 4 styles well enough and use them when appropriate, the leader will be positioned for success."

As you seen from the different models they seem to blend from previous models. Thus there is never one model that predicts every leadership success or failure. However, these models are good to understand your style or where you can improve by implementing a known gap in your own leadership. I hope you enjoyed this interesting insight.

Reference: https://futureofworking.com/20-types-of-leadership-models-and-theories-in-management/