Behavioural Theories Of Leadership

Theories

Trait

The trait theory states that leaders have certain innate traits that enable them to lead, such as assertiveness, dependability, persistence and adaptability. ("Trait Theory", 2017)

Behavioural

Behavioural theories of leadership focus on the study of specific behaviours of a leader. For theorists, behaviour is the best predictor of his leadership influences and as a result, is the best determinant of leadership success. ("Behavioural Theories of Leadership", 2017)

Contingency

Contingency theories are that there is no one leadership style and that the nature of those being led, the make-up of the leader and the tasks facing a group are different and ever evolving. ("Contingency Theories", 2017)

Reflections

Trait

Leadership

The Trait theories, in any case, could not establish the traits that should be common to all leaders. Mahatma Gandhi, Subhas Chandra Bose and Jawaharlal Nehru were all extraordinary leaders however their identities had particularly unique qualities making them very different leaders in different ways. ("6 Leadership Theories to define Effectiveness of Leaders", 2017)

Behavioural

The Behavioural Theories sought to identify the specific behaviours of leaders that lead to their leadership success. Leaders may show task or people orientated practices and may settle on choices using authoritarian, democratic, or laissez-faire styles. It appeared the Behavioural Theories overlooked the situational factors and the environment in which behaviours are demonstrated. The confinements of the Trait theory and the Behavioural theory prompted the move to the Contingency theory and improvement of possibility models. ("6 Leadership Theories to define Effectiveness of Leaders", 2017)

Behavioural theories of leadership are classified as such because they focus on the examination of specific behaviours of a leader. For behavioural theorists, a leader’s behaviour is the best indicator of his leadership influences and as a result, is the best determinant of his or her leadership success.

My team highest scores were IM and CF. Meaning I am foremost an implementer and very closely secondly a complete finisher. The 'implementer ' is the team 's practical organiser. Implementers have practical common sense and a good deal of self-control and discipline. They are not easily deflated or discouraged. They favour hard work and tackle problems in a systematic fashion. Their concern is for a feasible action plan. On a wider front the IM is typically a person whose loyalty and interest lie with the Company and who is less concerned with the pursuit of self-interest. They are efficient and methodical, but a bit inflexible. They are sincere and trusting towards others and will trim and adapt their schedules to fit agreed lines of action, but are unresponsive to ideas if not immediately practicable. IMs are useful to an organisation because of their reliability and capacity for application. Good IMs often progress to high management positions by virtue of good organisation skills and competency in tackling necessary