Theory of Idiosyncrasy Credit
Idiosyncrasy Credit Model of Leadership builds upon the awareness that when the emergent leader meets the team's expectations, idiosyncrasy credits are awarded. These credits depend on how the leader fulfilled follower's expectations and what is the impact of the leader's decisions on the follower. When the balance of credits shifts, another leader will emerge.
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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.
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Generating Ideas using Brainstorming
The brainstorming technique was developed by Alex F. Osborn in 1957 and brainstorming means where a team of members generates a large amount of alternative fruitful ideas on a specific problem without any criticism and then evaluates each idea in terms of their pros and cons. Brainstorming techniques fall into four broad categories: visioning, exploring, modifying, and experimenting.
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Functional leadership theory addresses specific leader behaviors that are expected to contribute most to the organizational effectiveness by focusing on how the leadership process occurs. The leader should ensure that all needs of the group get addressed.
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Trait theories of leadership identify the specific personality traits that distinguish leaders from non-leaders. The trait model of leadership is based on the traits or characteristics of leaders that make them successful in their leading role. These theories use heritable attributes to predict leadership effectiveness.
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Participative Leadership Theories
Participative leadership theories rely on the involvement of different participants and suggest that the ideal leadership style is one that takes the inputs of others into account. Participative leaders encourage participation and contributions from group members and involve them in the decision-making process. Participative leadership tries to achieve through people, teamwork and collaboration.
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Self-leadership is a normative model of self-influence by the use of several behavioral strategies to gain a comprehensive self-influence perspective about oneself. Self-leadership is developing an understanding of your capabilities and abilities to influence your own communication, emotions, and behaviors to lead and influence others. Self-leadership is about personal growth and developing foresight.
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McGregor's Theory X and Theory Y
McGregor created Theory X and Theory Y of human work motivation and explained two styles of management known as authoritarian (Theory X) and participative (Theory Y). Theory X management assumes most people will attempt to avoid work whereas Theory Y managers trust their people to take ownership of their work.
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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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McClelland's Theory of Needs is a human motivation theory which states that an individual's specific needs are acquired over time through our culture and life experiences. As per the three needs theory, these acquired needs significantly influence the behavior of an individual. The three main driving motivators are the needs for achievement, affiliation, and power.
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The group and exchange theories of leadership are derived from social psychology. These have their roots in the exchange theory. Leaders from different kinds of relationships with various groups of subordinates. Group theories describe how leaders need to maintain their position in group dynamics.
