Leadership - Theories and My Framework
The Great Man & Trait Theories (19th & 20th Century)
These are some of the earliest theories of leadership.
The Great Man Theory (19th Century) proposed that leaders are born with heroic qualities and are destined to lead. It suggests leadership is an innate ability rather than a skill that can be developed.
Trait Theory (early 20th Century) expanded on this by attempting to identify specific, universal traits—such as intelligence, charisma, and confidence—that all great leaders possess. This theory was later criticized for its inability to provide a definitive list of traits that consistently predict leadership success across different situations.
Behavioral Theories (1940s, 50s, 1964)
Shifting the focus from who leaders are to what they do, behavioral theories suggest that leadership can be learned.
Ohio State University Studies (1940s) identified two key behaviors: Initiating Structure (task-oriented) and Consideration (people-oriented). They concluded that effective leaders balanced both.
University of Michigan Studies (1950s) also found two dimensions: Employee-Oriented (focusing on relationships) and Production-Oriented (focusing on tasks). They suggested that an employee-oriented approach was more effective.
The Leadership Grid (1964), by Robert Blake and Jane Mouton, is a well-known model from this school. It plots a leader's concern for people versus their concern for production on a grid, identifying different styles like "Team Management" and "Impoverished Management."
Contingency or Situational Theories (1967, 1969)
This school of thought argues that no single leadership style is best. The most effective approach depends on the situation and the context.
Fiedler's Contingency Model (1967), by Fred Fiedler, proposed that a leader's effectiveness is contingent upon matching their style (task-oriented vs. relationship-oriented) to the situation's favorability.
Hersey-Blanchard Situational Leadership Theory (1969), by Paul Hersey and Ken Blanchard, suggests leaders should adjust their style based on their followers' readiness and competence for a task. The four styles are: Telling, Selling, Participating, and Delegating.
Power and Influence Theories (1947, 1978)
These theories focus on the sources of a leader's power and how they use it to influence followers.
Transactional Leadership (1947), introduced by Max Weber and later developed by Bernard Bass, describes a leadership style where leaders use rewards and punishments to motivate followers to achieve specific goals. It's based on a clear exchange of value.
Transformational Leadership (1978), also pioneered by James MacGregor Burns and later expanded by Bernard Bass and Bruce Avolio, is a more contemporary and popular model. It focuses on a leader's ability to inspire and motivate followers to go beyond their self-interest for the good of the group or organization. This is often achieved by articulating a compelling vision and acting as a role model.
Servant Leadership (1970)
Servant leadership is a philosophy and practice where a leader's primary goal is to serve their followers. This model, coined by Robert K. Greenleaf in his 1970 essay, "The Servant as Leader," turns the traditional leadership pyramid on its head. Instead of the people serving the leader, the leader exists to serve the people. This focus on serving others is not just a management technique but a core mindset and a way of being.
Key Principles and Characteristics
A servant leader is not defined by their title or authority but by their actions and intentions. Their effectiveness is measured by whether their followers grow as people. Greenleaf outlined several key characteristics of a servant leader:
- Listening: A servant leader listens deeply to their team's needs, not just what they say. They are attentive to both the spoken and unspoken concerns of others.
- Empathy: They strive to understand and share the feelings of their followers. They see things from the perspective of others and offer genuine compassion.
- Healing: Servant leaders are often skilled at helping others overcome personal and professional struggles. They create an environment where people feel safe and supported.
- Awareness: They are highly self-aware, understanding their own strengths, weaknesses, and values. This awareness allows them to better serve others.
- Persuasion: Instead of using authority or coercion, servant leaders use persuasion to build consensus. They influence people through rational argument and respect for their ideas.
- Conceptualization: They can think beyond day-to-day operations and envision the bigger picture. They are dreamers who can balance a long-term vision with short-term realities.
- Foresight: Drawing on their conceptual skills and experience, they can anticipate future outcomes and potential consequences.
- Stewardship: Servant leaders see themselves as guardians of the organization's resources and mission. They are committed to the well-being of the organization and the people within it.
- Commitment to the Growth of People: This is a cornerstone of servant leadership. The leader is dedicated to the professional and personal development of each individual on their team.
- Building Community: A servant leader works to foster a sense of community within the organization, where everyone feels a sense of belonging and shared purpose.
Servant Leadership vs. Traditional Leadership
The contrast between servant leadership and more traditional models is stark. In a traditional, hierarchical model, the leader is at the top, and their authority flows downward. The focus is on power, control, and achieving organizational goals, often with the leader's interests at the forefront.
In servant leadership, the leader is at the bottom, supporting the pyramid of their followers. The focus is on a leader's responsibility to their team, and the organizational goals are achieved as a natural result of a well-supported, empowered, and motivated workforce. The leader's authority is earned through trust and respect, not through their position.
The Leadership Challenge (1987)
James Kouzes and Barry Posner's work, primarily laid out in their influential book "The Leadership Challenge" (first published in 1987), is one of the most widely respected and research-backed models of leadership. Their central thesis is that leadership is a set of learnable practices, not a collection of innate personality traits. They believe that anyone, at any level of an organization, can become a more effective leader by mastering these practices.
Their research, spanning decades and involving thousands of interviews and case studies, led them to identify five key practices that exemplary leaders use to "make extraordinary things happen."
1. Model the Way 🧭️
This is the most fundamental practice. Leaders must be credible, and credibility is earned when a leader's actions are consistent with their words. This practice has two core components:
- Clarify Values: Leaders must first find their own voice and be clear about their personal beliefs and values. They then work with their team to find shared values that everyone can commit to.
- Set the Example: It's not enough to just talk about values; a leader must live them out. They set the standard for behavior by aligning their actions with the shared values.
2. Inspire a Shared Vision ✨
Great leaders are forward-looking. They can envision an exciting future and get others to see it too.
- Envision the Future: Leaders have a deep desire to make a difference and change the way things are. They paint a picture of an ideal and unique future that inspires their followers.
- Enlist Others: A vision is useless if no one follows it. Leaders must appeal to the shared aspirations of their team, helping them see how the vision will fulfill their own hopes and dreams.
3. Challenge the Process 🚧
Leaders are agents of change. They don't just maintain the status quo; they look for new and innovative ways to improve.
- Search for Opportunities: They are always on the lookout for ways to grow and improve, seeking out challenges that will stretch their team's abilities.
- Experiment and Take Risks: Leaders are willing to try new things and accept that some risks won't pay off. They learn from mistakes and celebrate small wins to build momentum and confidence.
4. Enable Others to Act 🤝
Leadership is a team sport. Leaders don't accomplish great things on their own; they empower others to do so.
- Foster Collaboration: Leaders build trust and create a climate of cooperation. They make people feel respected and valued, which allows them to work together more effectively.
- Strengthen Others: They give power away by sharing responsibility and developing the competence of their team members. This builds people's self-determination and confidence.
5. Encourage the Heart ❤️
This practice is about recognizing the human element of work and keeping people motivated.
- Recognize Contributions: Leaders notice and appreciate individual excellence and contributions to the team's success. Recognition can be as simple as a genuine thank you.
- Celebrate the Values and Victories: They create a spirit of community by celebrating accomplishments, both small and large. This helps to reinforce the team's shared values and keeps their energy and passion high.
Emotional Intelligence Leadership Styles (2000)
Daniel Goleman's leadership theory, developed from his research on emotional intelligence (EQ), suggests that great leaders aren't defined by their IQ or technical skills alone but by their ability to manage emotions—their own and others'. Goleman identified six distinct leadership styles, each linked to specific components of emotional intelligence. He argues that the most effective leaders don't rely on just one style; instead, they are "multilingual," knowing which style to use and when.
The Six Leadership Styles
1. The Coercive (Commanding) Leader: This leader demands immediate compliance, using phrases like "Do what I say!" While it can be effective in a crisis or a turnaround situation where a quick, decisive action is needed, this style can stifle creativity and motivation in the long term, as it offers no room for input or collaboration.
=> Emotional Intelligence Link: Lacks empathy and is often used by leaders who have low self-awareness.
2. The Authoritative (Visionary) Leader: This leader mobilizes people toward a clear and compelling vision, saying, "Come with me!" They inspire excitement and a sense of shared purpose, providing a destination without dictating the exact route. This style is highly effective when an organization needs a new direction or a major change.
=> Emotional Intelligence Link: Possesses high self-confidence and empathy, inspiring and motivating others through a clear vision.
3. The Affiliative Leader: This leader prioritizes harmony and emotional bonds, using phrases like "People come first." They focus on creating a positive, collaborative environment and are excellent for mending rifts within a team or improving morale after a crisis. However, an over-reliance on this style can allow poor performance to go unaddressed for the sake of group harmony.
=> Emotional Intelligence Link: Strong empathy and relationship management skills.
4. The Democratic Leader: This leader builds consensus through participation, often asking, "What do you think?" They value the input of their team and use it to make decisions. This approach is effective when a leader needs buy-in or new ideas, as it makes people feel valued and committed. It can be a slow process, however, and is not ideal in an emergency.
=> Emotional Intelligence Link: Excellent collaboration and listening skills.
5. The Pacesetting Leader: This leader sets extremely high standards for performance and expects excellence from everyone, often saying, "Do as I do, now!" While it can work well with a highly competent and motivated team that doesn't need much direction, this style can lead to burnout and a negative work climate, as it often leaves little room for failure or individual development.
=> Emotional Intelligence Link: Low empathy and an intense drive to achieve.
6. The Coaching Leader: This leader focuses on the personal development of team members, using phrases like "Try this." They help individuals identify their strengths and weaknesses, linking their personal goals to the organization's mission. This style is highly effective for long-term development, as it fosters skill-building and prepares people for the future.
=> Emotional Intelligence Link: High self-awareness and empathy. They take a genuine interest in the growth of others.
Stephen Covey's The 8th Habit (2004)
Stephen Covey's The 8th Habit is a continuation of his work from The 7 Habits of Highly Effective People. While the first seven habits focus on a person's journey from dependence to independence and then interdependence, the 8th Habit shifts the focus to greatness—a new level of effectiveness required for the modern "Knowledge Worker Age." It is about finding your unique voice and inspiring others to find theirs.
Finding Your Voice
Covey defines "voice" as the intersection of a person's talent, passion, conscience, and need. It's your unique personal significance and contribution to the world. He argues that this voice is essential for an individual to thrive and for a leader to inspire others. An individual finds their voice by engaging their four core intelligences:
- Mental Intelligence (Vision): The ability to foresee and create a desired future.
- Physical Intelligence (Discipline): The ability to translate vision into action and persevere.
- Emotional Intelligence (Passion): The ability to connect with your own emotions and the emotions of others.
- Spiritual Intelligence (Conscience): The ability to act with integrity and align with timeless principles.
Inspiring Others to Find Their Voice
The true essence of the 8th Habit as a leadership model lies in its focus on empowerment. A leader who has found their own voice can help unlock the potential in their team members. Covey presents four key leadership roles to achieve this:
- Modeling: A leader must embody the principles of integrity and respect, setting a personal example for the team to follow. They lead by being a model of the change they want to see.
- Pathfinding: This involves working collaboratively to create a clear, shared vision. The leader doesn't impose a vision but rather works with the team to define a Just Cause—a purpose that is morally compelling and inspires action.
- Aligning: A leader's job is to create systems, structures, and processes that support the shared vision. This ensures that the organization's goals and daily activities are in alignment with its core mission.
- Empowering: The ultimate act of leadership is giving away power. This means trusting team members, providing them with the necessary authority and resources, and holding them accountable. It’s about helping others find their voice by empowering them to lead themselves.
The 8th Habit is essentially a call for leaders to transition from a hierarchical, controlling mindset to one of stewardship and empowerment. A great leader, according to Covey, is a "steward" of the team's potential, helping each person discover and use their voice to contribute to a greater, shared purpose.
Simon Sinek: Start with Why (2009), Leaders Eat Last (2014) and Infinite Game (2019)
Simon Sinek's teachings on leadership emphasize the importance of purpose, trust, and empathy. His most famous concept is "Start with Why," which posits that great leaders and organizations inspire action by communicating their purpose or belief first, before what they do. People are drawn to the "why" because it resonates with their own beliefs, fostering genuine loyalty.
In his book, Leaders Eat Last, Sinek explains that a leader's primary role is to create a "Circle of Safety" where employees feel secure and protected from both internal and external threats. By acting as a selfless guardian, a leader fosters an environment of trust, cooperation, and psychological safety, which allows team members to thrive.
Sinek's concept of The Infinite Game further elaborates this idea by distinguishing between a finite mindset (focused on winning short-term battles) and an infinite mindset (focused on building a resilient organization that endures over time). An infinite-minded leader is driven by a "Just Cause"—a vision bigger than themselves—and builds "Trusting Teams" to pursue it.
Drew Dudley's Everyday Leadership (2010)
Drew Dudley's sharing on Everyday Leadership is a call to redefine leadership from a grand, aspirational concept to a series of small, consistent actions that anyone can perform. In his viral TED Talk, he argues that we've been taught to see leadership as something reserved for "great" people who change the world on a large scale. This perspective, he says, is a "big lie we have been told," because it prevents us from recognizing the simple yet profound acts of leadership we witness and perform every day.
What is a "Lollipop Moment"? 🍭
The core of Dudley's talk is the concept of a "Lollipop Moment." This is a small, seemingly insignificant moment where a person says or does something that profoundly impacts another's life. Dudley's own story involves a woman he helped on campus who later told him that his simple act of kindness was the reason she didn't quit college on her first day. He refers to this as a "lollipop moment" because the impact of the event was an unconscious gift he gave to someone else, much like giving someone a lollipop.
Key Takeaways from His Talk
- Leadership is not about a title or position. Dudley emphasizes that you don't need a leadership role to be a leader. Leadership is an action, not a designation.
- Acknowledge and celebrate small acts of leadership. Dudley's message encourages us to recognize the countless everyday leaders around us—the person who gives a word of encouragement, the one who stands up for a colleague, or the one who listens without judgment.
- You can be a leader every day. The call to action is for each of us to be more intentional about our impact. We don't have to wait for a big moment to lead; we can choose to be a leader in the smallest, most ordinary interactions.
- The true measure of leadership is its effect on others. Dudley's story highlights that the impact of a leader's actions is not always immediately visible to them. The value is in the positive change created in another person's life, no matter how small.
In essence, Drew Dudley's teaching redefines leadership as an accessible, pervasive force that resides in the simple, selfless, and often-unseen gestures of human kindness and influence.
John Maxwell: 5 Levels of Leadership (2011)
John Maxwell's teachings are centered on the idea that leadership is influence—not a position or title. His work focuses on the principle that leadership is a skill that can be developed over time through intentional action and character building. The core of his philosophy is the "Five Levels of Leadership," which outlines a progression of influence a leader can achieve:
- Position (Rights): People follow you because they have to, due to your title.
- Permission (Relationships): People follow you because they want to, as you've built trust and rapport.
- Production (Results): People follow you because of what you have accomplished for the organization.
- People Development (Reproduction): People follow you because of what you have done for them personally, helping them grow.
- Pinnacle (Respect): People follow you because of who you are and what you represent, a rare level of lifelong dedication.
Maxwell’s teachings also include several "laws" of leadership, such as the Law of the Lid (your leadership ability determines your effectiveness) and the Law of Process (leadership is a journey, not a single event).
John Maxwell: Leadershift (2019)
John Maxwell's book, "Leadershift," published in 2019, focuses on the essential shifts in mindset and practice that leaders must make to remain effective in a rapidly changing world. The core idea is that a great leader isn't just someone who manages change; they are someone who can successfully leadershift, or navigate a complete change in direction and style.
Maxwell presents 11 essential shifts that leaders need to master. These are not just minor adjustments but significant changes in how a leader thinks and operates. The book's premise is that a leader's ability to "leadershift" is the key to staying relevant and leading successfully in a dynamic environment.
Here are the 11 Leadershifts:
1. The Leadershift to a Growth Mindset
This is the fundamental shift from seeing leadership as a fixed ability to viewing it as a journey of continuous growth. Leaders must be lifelong learners.
2. The Leadershift from Soloist to Conductor
The move from a "do-it-all" leader to one who empowers and orchestrates the talents of their team. It's about letting go of control and becoming a team multiplier.
3. The Leadershift from Goals to Growth
A focus on a team's or individual's development rather than just hitting a target. When you prioritize growth, the goals often take care of themselves.
4. The Leadershift from Perks to People
Leaders must shift their focus from the benefits of their position to the needs of the people they lead. A true leader's greatest value is in developing others.
5. The Leadershift from Pleasing to Performance
The shift from being a "nice person" who avoids difficult conversations to a leader who prioritizes accountability and helps people perform at their best.
6. The Leadershift from Maintaining to Innovating
This is the move from simply preserving the status quo to actively challenging it and fostering a culture of creativity and innovation.
7. The Leadershift from Dictator to Partner
Instead of giving orders, a leader needs to become a collaborator who works alongside their team, building consensus and trust.
8. The Leadershift from Positional to Positional to Relational
A leader's influence should come from their relationships and integrity, not just their title. This ties back to Maxwell's core teaching that leadership is influence.
9. The Leadershift from Command and Control to Connecting and Collaborating
This is about replacing rigid, top-down structures with flexible networks that allow for open communication and cross-functional teamwork.
10. The Leadershift from Problem Solving to People Developing
Instead of just fixing problems, a leader's primary role becomes empowering their people to solve their own problems.
11. The Leadershift from Rules to Values
This is the final shift, moving away from leading with rigid rules and toward leading with shared values and a strong, common purpose.
King's Leadership Pathways (2021)
When HR advocates "Everyone is a Leader," many employees confused about what should they do.
King has been working with corporates to clarify levels of leadership with employees on foci and competencies. There is a general pathway for employees to grow from a team member to a team leader, a trust builder, a functional head, a leader developer and then a game change.
We have developed leaders at different levels to ask different questions to inspire their leadership at their relevant position. Equipping people with "Leadership Questions Toolkit" is an accelerated way of shaping the way they think, ask and act as a leader.
Schedule a call to discuss how we can customize leadership training for you or your organization!