Emergent Leadership Theory
In emergent leadership, the leader is not appointed or elected to the leadership role but emerges as the leader as he is perceived by others over time as a result of the group's interaction. A person steps up as the leader over time by taking on tasks voluntarily, helping others complete their tasks better, and building consensus among groups.
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Early studies on leadership were done at Ohio State University using the Leader Behavior Description Questionnaire to identify the leader's observable behaviors. Ohio State study on leadership found two behavioral characteristics of leadership - people-oriented (consideration) and task-oriented (initiating structure) leadership style.
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All the teams are dynamic in nature and they take time to come together, they form, develop, and grow in stages, over a period of time. Teams go through five progressive stages: Forming, Storming, Norming, Performing and Adjourning. In this article, we want to introduce you to these stages of team development and certain strategies that you can use to help the team grow and develop in each of these stages.
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Symbolic Interaction and Social Change
George Herbert Mead, an American philosopher, affiliated with the University of Chicago founded the theory of symbolic interactionism. A major aspect of this is that people interact by symbols both verbal and non-verbal signals and every interaction makes a contribution to the mental make-up of the mind thus every interaction with someone, changes you and you go away a different person signifying that humans and change go together.
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The four theory of leadership was formulated after studying hundreds of leaders and the model includes four basic dimensions of effective leadership - support; interaction; facilitation; goal emphasis, and work facilitation. This model was tested as a predictor of an organization's effectiveness.
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Neo-Emergent Leadership theory supports that leadership is created through the emergence of information. Leaders can only be recognized after a goal is met. Follower’s perception of leaders is influenced by the ways these goals were accomplished.
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Jung first introduced his personality theory and explained that all humans have a natural impulse to relate meaningfully to the world through productive work and people through significant relationships. He used four psychological functions - thinking and feeling (rational functions) and sensation and intuition (irrational functions). He also used introversion and extraversion and its impact on appropriate leader behaviors.
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Communication has as its central objective the transmission of meaning. The process of communication is successful only when the receiver understands an idea as the sender intended it. How does a message or an idea travel from one person to another? To transmit our message, we engage in a sensitive and complex process of communication, with different elements like sender, message, channels, receiver, noise, and feedback.
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The open systems model of leadership acknowledges the influence of the environment on organizations. An open system regularly exchanges feedback with its external environment. The environment also provides key resources that are necessary to sustain and lead to change and survival. Leadership in an open system should focus on influence, open communication, and patterns to control expanding the number of variables created by external dynamics.
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Power is the ability to exercise influence or control over others. Leadership involves authority and it is very important for leaders to understand what type of power they're using. The 5 Types of Power in Leadership are Coercive power, expert power, legitimate power, referent power, and reward power. Authority is the right to command and extract obedience from others. It comes from the organization and it allows the leader to use power.
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Hawthorne Studies - Leadership
The Hawthorne studies were conducted on workers at the Hawthorne plant of the Western Electric Company by Elton Mayo and Fritz Roethlisberger in the 1920s. This study established the behavioral change that happened due to an awareness of being observed, resulting in active compliance with the supposed wishes of researchers, because of special attention received, or positive response to the stimulus being introduced.
