Leadership , is defined as the ability of an individual, group, or organization to " lead ", influence, or guide other individuals, teams , or organizations .
76-418: "Leadership" is a contested term. Specialist literature debates various viewpoints on the concept, sometimes contrasting Eastern and Western approaches to leadership, and also (within the West) North American versus European approaches. Some U.S. academic environments define leadership as "a process of social influence in which a person can enlist the aid and support of others in the accomplishment of
152-454: A Divine plan . Compare this with servant leadership . For a more general view on leadership in politics , compare the concept of the statesperson . Anecdotal and incidental observations aside, the serious discipline of theorising leadership began in the 19th century. The search for the characteristics or traits of leaders has continued for centuries. Philosophical writings from Plato 's Republic to Plutarch's Lives have explored
228-409: A business setting. Assume praise is a positive reinforcer for a particular employee. This employee does not show up to work on time every day. The manager decides to praise the employee for showing up on time every day the employee actually shows up to work on time. As a result, the employee comes to work on time more often because the employee likes to be praised. In this example, praise (the stimulus)
304-405: A common and ethical task ". In other words, leadership is an influential power -relationship in which the power of one party (the "leader") promotes movement/change in others (the "followers"). Some have challenged the more traditional managerial views of leadership (which portray leadership as something possessed or owned by one individual due to their role or authority ), and instead advocate
380-627: A drastically different view of the driving forces behind leadership. In reviewing the extant literature, Stogdill and Mann found that while some traits were common across a number of studies, the overall evidence suggested that people who are leaders in one situation may not necessarily be leaders in other situations. Subsequently, leadership was no longer characterized as an enduring individual trait—situational approaches (see alternative leadership theories below) posited that individuals can be effective in certain situations, but not others. The focus then shifted away from traits of leaders to an investigation of
456-418: A fair exchange whereby the leader provides certain benefits such as task guidance, advice, support, and/or significant rewards and the followers reciprocate by giving the leader respect, cooperation, commitment to the task and good performance. However, LMX recognizes that leaders and individual followers will vary in the type of exchange that develops between them. LMX theorizes that the type of exchanges between
532-778: A further stimulus to industrial investment and economic growth . Moreover, family structures tend to shift as extended families tend to no longer live together in one household, location or place. The first transformation from an agricultural to an industrial economy is known as the Industrial Revolution and took place from the mid-18th to early 19th century. It began in Great Britain, spreading to Belgium, Switzerland, Germany, and France and eventually to other areas in Europe and North America. Characteristics of this early industrialisation were technological progress,
608-401: A group vision. The transactional leader is given power to perform certain tasks and reward or punish for the team's performance. It gives the opportunity to the manager to lead the group and the group agrees to follow his lead to accomplish a predetermined goal in exchange for something else. Power is given to the leader to evaluate, correct, and train subordinates when productivity is not up to
684-656: A leader performs when promoting organization's effectiveness. These functions include environmental monitoring, organizing subordinate activities, teaching and coaching subordinates, motivating others, and intervening actively in the group's work. Various leadership behaviors facilitate these functions. In initial work identifying leader behavior, Fleishman observed that subordinates perceived their supervisors' behavior in terms of two broad categories referred to as consideration and initiating structure . Consideration includes behavior involved in fostering effective relationships. Examples of such behavior would include showing concern for
760-616: A literal geographic meaning, referring to the eastern part of the Old World , contrasting the cultures and civilizations of Asia with those of Europe (or the Western world). Traditionally, this includes East Asia , Southeast Asia , South Asia , Central Asia and West Asia . Conceptually, the boundary between east and west is more cultural, rather than geographical, as a result of which Australia and New Zealand , which were founded as British settler colonies , are typically grouped with
836-516: A new element – the need for leaders to develop their leadership presence, attitude toward others, and behavioral flexibility by practicing psychological mastery. It also offers a foundation for leaders wanting to apply the philosophies of servant leadership and authentic leadership . Integrated psychological theory began to attract attention after the publication of James Scouller's Three Levels of Leadership model (2011). Scouller argued that older theories offered only limited assistance in developing
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#1732765254431912-402: A new model of the human psyche and outlined the principles and techniques of self-mastery, which include the practice of mindfulness meditation . Bernard Bass and colleagues developed the idea of two different types of leadership: transactional which involves exchange of labor for rewards, and transformational which is based on concern for employees, intellectual stimulation, and providing
988-550: A new paradigm with which to characterize elected politicians and job-granting employers—thus the development and theorizing of the idea of "leadership". The functional relationship between leaders and followers may remain, but acceptable (perhaps euphemistic) terminology has changed. Starting in the 19th century, the elaboration of anarchist thought called the whole concept of leadership into question. One response to this denial of élitism came with Leninism — Lenin (1870–1924) demanded an élite group of disciplined cadres to act as
1064-419: A normative decision model in which leadership styles were connected to situational variables, defining which approach was more suitable to which situation. This approach supported the idea that a manager could rely on different group decision making approaches depending on the attributes of each situation. This model was later referred to as situational contingency theory. The path-goal theory of leadership
1140-722: A person's ability to lead effectively. He pointed out, for example, that: Scouller's model aims to summarize what leaders have to do, not only to bring leadership to their group or organization, but also to develop themselves technically and psychologically as leaders. The three levels in his model are public, private, and personal leadership: Scouller argued that self-mastery is the key to growing one's leadership presence, building trusting relationships with followers, and dissolving one's limiting beliefs and habits. This enables behavioral flexibility as circumstances change, while staying connected to one's core values (that is, while remaining authentic). To support leaders' development, he introduced
1216-488: A shift from rural work to industrial labour, and financial investments in new industrial structures. Later commentators have called this the First Industrial Revolution. The " Second Industrial Revolution " labels the later changes that came about in the mid-19th century after the refinement of the steam engine , the invention of the internal combustion engine , the harnessing of electricity and
1292-490: A study which investigated observable behaviors portrayed by effective leaders. They identified particular behaviors that were reflective of leadership effectiveness. They narrowed their findings to two dimensions. The first dimension, "initiating structure", described how a leader clearly and accurately communicates with the followers, defines goals, and determines how tasks are performed. These are considered "task oriented" behaviors. The second dimension, "consideration", indicates
1368-509: A subordinate or acting in a supportive manner towards others. Initiating structure involves the actions of the leader focused specifically on task accomplishment. This could include role clarification, setting performance standards, and holding subordinates accountable to those standards. The Integrated Psychological Theory of leadership attempts to integrate the strengths of the older theories (i.e. traits, behavioral/styles, situational and functional) while addressing their limitations, introducing
1444-692: A substitute for evaluating or comprehending adept governance abilities. Eastern world The Eastern world , also known as the East or historically the Orient , is an umbrella term for various cultures or social structures , nations and philosophical systems , which vary depending on the context. It most often includes Asia , the Mediterranean region and the Arab world , specifically in historical ( pre-modern ) contexts, and in modern times in
1520-452: A variety of situations and tasks. Additionally, during the 1980s statistical advances allowed researchers to conduct meta-analyses , in which they could quantitatively analyze and summarize the findings from a wide array of studies. This advent allowed trait theorists to create a comprehensive picture of previous leadership research rather than rely on the qualitative reviews of the past. Equipped with new methods, leadership researchers revealed
1596-463: Is a positive reinforcer for this employee because the employee arrives at work on time (the behavior) more frequently after being praised for showing up to work on time. Positive reinforcement is a successful technique used by leaders to motivate and attain desired behaviors from subordinates. Organizations such as Frito-Lay, 3M, Goodrich, Michigan Bell, and Emery Air Freight have all used reinforcement to increase productivity. Empirical research covering
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#17327652544311672-592: Is a product of European cultural history and of the distinction between Christian Europe and the cultures beyond it to the East. With the European colonization of the Americas , the East-West dichotomy became global. The concept of an Eastern, "Indian" ( Indies ) or " Oriental " sphere was emphasized by ideas of racial as well as religious and cultural differences. Such distinctions were articulated by Westerners in
1748-508: Is imperative to consider employee emotional responses to organizational leaders. Emotional intelligence—the ability to understand and manage moods and emotions in the self and others—contributes to effective leadership within organizations. The neo-emergent leadership theory (from the Oxford Strategic Leadership Programme) sees leadership as an impression formed through the communication of information by
1824-414: Is less able than the tertiary sector to accommodate both increased productivity and employment opportunities; more than 40% of the world's employees are " working poor ", whose incomes fail to keep themselves and their families above the $ 2-a-day poverty line . There is also a phenomenon of deindustrialisation , as in the former USSR countries' transition to market economies, and the agriculture sector
1900-466: The Fiedler contingency model , the path-goal model states that the four leadership behaviors are fluid, and that leaders can adopt any of the four depending on what the situation demands. The path-goal model can be classified both as a contingency theory , as it depends on the circumstances, and as a transactional leadership theory , as the theory emphasizes the reciprocity behavior between the leader and
1976-563: The Napoleonic marshals profiting from careers open to talent . In the autocratic / paternalistic strain of thought, traditionalists recall the role of leadership of the Roman pater familias . Feminist thinking, on the other hand, may object to such models as patriarchal and posit against them "emotionally attuned, responsive, and consensual empathetic guidance, which is sometimes associated with matriarchies ". Comparable to
2052-661: The Philippines , which are geographically located in the Eastern world, may be considered Western in some aspects of their society, culture and politics due to immigration and historical cultural influences from the United States and Europe. As with other regions of the world, Asia consists of many different, extremely diverse countries, ethnic groups and cultures. This concept is further debated because in some English-speaking countries , common vernacular associates
2128-578: The University of Oxford ) that further developed such characteristics. International networks of such leaders could help to promote international understanding and help "render war impossible". This vision of leadership underlay the creation of the Rhodes Scholarships , which have helped to shape notions of leadership since their creation in 1903. In the late 1940s and early 1950s, a series of qualitative reviews prompted researchers to take
2204-1058: The economic communities do not consider contemporary industrialisation policies as being adequate to the global south (Third World countries) or beneficial in the longer term, with the perception that they may only create inefficient local industries unable to compete in the free-trade dominated political order which industrialisation has fostered. Environmentalism and Green politics may represent more visceral reactions to industrial growth. Nevertheless, repeated examples in history of apparently successful industrialisation (Britain, Soviet Union, South Korea, China, etc.) may make conventional industrialisation seem like an attractive or even natural path forward, especially as populations grow, consumerist expectations rise and agricultural opportunities diminish. The relationships among economic growth, employment, and poverty reduction are complex, and higher productivity can sometimes lead to static or even lower employment (see jobless recovery ). There are differences across sectors , whereby manufacturing
2280-416: The nuclear family , consisting of only parents and their growing children, predominates. Families and children reaching adulthood are more mobile and tend to relocate to where jobs exist. Extended family bonds become more tenuous. One of the most important criticisms of industrialisation is that it caused children to stay away from home for many hours and to use them as cheap workers in factories. Between
2356-489: The vanguard of a socialist revolution, which was to bring into existence the dictatorship of the proletariat . Other historical views of leadership have addressed the seeming contrasts between secular and religious leadership. The doctrines of Caesaro-papism have recurred and had their detractors over several centuries. Christian thinking on leadership has often emphasized stewardship of divinely-provided resources—human and material—and their deployment in accordance with
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2432-628: The "Asian" identity to people of East Asian origin and Southeast Asian origin, while in some countries the "Asian" identity is associated with people of South Asian origin, and in other contexts, Asian regions such as the Indian subcontinent are included with East Asia. West Asia (which includes Israel , part of the Arab world , Iran , etc.), which may or may not see themselves part of the Eastern world, are sometimes considered "Middle Eastern" and separate from Asia. The division between 'East' and 'West', formerly referred to as Orient and Occident ,
2508-470: The 19th century, the concept of leadership had less relevance than today—society expected and obtained traditional deference and obedience to lords, kings, master-craftsmen, and slave-masters. The Oxford English Dictionary traces the word "leadership" in English only as far back as 1821, when the term referred to the position or office of a designated leader. The abstract notion of "leadership" as embodying
2584-519: The Fiedler contingency model, the Vroom-Yetton decision model, and the path-goal theory. The Fiedler contingency model bases the leader's effectiveness on what Fred Fiedler called situational contingency . This results from the interaction of leadership style and situational favorability (later called situational control ). The theory defines two types of leader: those who tend to accomplish
2660-448: The Roman tradition, the views of Confucianism on 'right living' relate very much to the ideal of the (male) scholar-leader and his benevolent rule, buttressed by a tradition of filial piety. Leadership is a matter of intelligence, trustworthiness, humaneness, courage, and discipline... Reliance on intelligence alone results in rebelliousness. Exercise of humaneness alone results in weakness. Fixation on trust results in folly. Dependence on
2736-536: The Western world despite being geographically closer to the Eastern world, while the Central Asian nations of the former Soviet Union , even with significant Western influence, are grouped in the East. Other than much of Asia and Africa , Europe has absorbed almost all of the societies of North Asia , the Americas , and Oceania into the Western world because of settler colonization . Countries such as
2812-481: The complex nature of leadership which is found at all levels of institutions, both within formal and informal roles. Studies of leadership have produced theories involving (for example) traits , situational interaction, function, behavior , power , vision , values , charisma , and intelligence , among others. The Chinese doctrine of the Mandate of Heaven postulated the need for rulers to govern justly, and
2888-477: The construction of canals, railways, and electric-power lines. The invention of the assembly line gave this phase a boost. Coal mines, steelworks, and textile factories replaced homes as the place of work. By the end of the 20th century, East Asia had become one of the most recently industrialised regions of the world. There is considerable literature on the factors facilitating industrial modernisation and enterprise development. The Industrial Revolution
2964-488: The context of Orientalism . The Eastern world is often seen as a counterpart to the Western world . The various regions included in the term are varied, hard to generalize, and do not have a single shared common heritage. Although the various parts of the Eastern world share many common threads, most notably being in the " Global South ", they have never historically defined themselves collectively. The term originally had
3040-481: The democratic leadership style is more adequate in situations that require consensus building; finally, the laissez-faire leadership style is appreciated for the degree of freedom it provides, but as the leaders do not "take charge", they can be perceived as a failure in protracted or thorny organizational problems. Theorists defined the style of leadership as contingent to the situation; this is sometimes called contingency theory . Three contingency leadership theories are
3116-404: The desired level, and reward effectiveness when expected outcome is reached. Leader–member exchange (LMX) theory addresses a specific aspect of the leadership process, which evolved from an earlier theory called the vertical dyad linkage model. Both of these models focus on the interaction between leaders and individual followers. Similar to the transactional approach, this interaction is viewed as
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3192-548: The early 1960s and 1990s, the Four Asian Tigers underwent rapid industrialisation and maintained exceptionally high growth rates. As of 2018 the international development community ( World Bank , Organisation for Economic Co-operation and Development (OECD) , many United Nations departments, FAO WHO ILO and UNESCO , endorses development policies like water purification or primary education and co-operation amongst third world communities . Some members of
3268-498: The early criticisms of the trait approach, theorists began to research leadership as a set of behaviors by evaluating the behavior of successful leaders, determining a behavior taxonomy, and identifying broad leadership styles. David McClelland , for example, posited that leadership requires a strong personality with a well-developed positive ego. To lead, self-confidence and high self-esteem are useful, perhaps even essential. Kurt Lewin , Ronald Lipitt, and Ralph White developed in 1939
3344-542: The follower responds well, the leader rewards him/her with extra coaching, favorable job assignments, and developmental experiences. If the follower shows high commitment and effort followed by additional rewards, both parties develop mutual trust, influence, and support of one another. Research shows the in-group members usually receive higher performance evaluations from the leader, higher satisfaction, and faster promotions than out-group members. In-group members are also likely to build stronger bonds with their leaders by sharing
3420-409: The followers to participate in group decision making and encouraged subordinate input. This entails avoiding controlling types of leadership and allows more personal interactions between leaders and their subordinates. The managerial grid model is also based on a behavioral theory. The model was developed by Robert Blake and Jane Mouton in 1964. It suggests five different leadership styles, based on
3496-633: The followers. Functional leadership theory addresses specific leader behaviors that contribute to organizational or unit effectiveness. This theory argues that the leader's main job is to see that whatever is necessary to group needs is taken care of; thus, a leader can be said to have done their job well when they have contributed to group effectiveness and cohesion. While functional leadership theory has most often been applied to team leadership, it has also been effectively applied to broader organizational leadership as well. In summarizing literature on functional leadership, researchers observed five broad functions
3572-468: The following: While the trait theory of leadership has certainly regained popularity, its reemergence has not been accompanied by a corresponding increase in sophisticated conceptual frameworks. Specifically, Stephen Zaccaro noted that trait theories still: Considering the criticisms of the trait theory outlined above, several researchers adopted a different perspective of leader individual differences—the leader-attribute-pattern approach. In contrast to
3648-492: The last 20 years suggests that applying reinforcement theory leads to a 17 percent increase in performance. Additionally, many reinforcement techniques such as the use of praise are inexpensive, providing higher performance for lower costs. Situational theory is another reaction to the trait theory of leadership. Social scientists argued that history was more than the result of intervention of great men as Carlyle suggested. Herbert Spencer (1884) (and Karl Marx ) said that
3724-476: The leader and specific followers can lead to the creation of in-groups and out-groups . In-group members are said to have high-quality exchanges with the leader, while out-group members have low-quality exchanges with the leader. In-group members are perceived by the leader as being more experienced, competent, and willing to assume responsibility than other followers. The leader begins to rely on these individuals to help with especially challenging tasks. If
3800-485: The leader behaviors that were effective. This approach dominated much of the leadership theory and research for the next few decades. New methods and measurements were developed after these influential reviews that would ultimately reestablish trait theory as a viable approach to the study of leadership. For example, improvements in researchers' use of the round-robin research design methodology allowed researchers to see that individuals can and do emerge as leaders across
3876-513: The leader or by other stakeholders, not through the actions of the leader. In other words, the reproduction of information or stories form the basis of the perception of leadership by the majority. It is well known by historians that the naval hero Lord Nelson often wrote his own versions of battles he was involved in, so that when he arrived home in England, he would receive a true hero's welcome. In modern society, various media outlets, including
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#17327652544313952-411: The leader tends to emphasize his/her formal authority to obtain compliance to leader requests. Research shows that out-group members are less satisfied with their job and organization, receive lower performance evaluations from the leader, see their leader as less fair, and are more likely to file grievances or leave the organization. Leadership can be an emotion-laden process, with emotions entwined with
4028-605: The leader's ability to build an interpersonal relationship with their followers, and to establish a form of mutual trust. These are considered "social oriented" behaviors. The Michigan State Studies, which were conducted in the 1950s, made further investigations and findings that positively correlated behaviors and leadership effectiveness. Although they had similar findings as the Ohio State studies, they also contributed an additional behavior identified in leaders: participative behavior (also called "servant leadership"), or allowing
4104-416: The leaders' concern for people and their concern for goal achievement. B. F. Skinner is the father of behavior modification and developed the concept of positive reinforcement . Positive reinforcement occurs when a positive stimulus is presented in response to a behavior, which increases the likelihood of that behavior in the future. The following is an example of how positive reinforcement can be used in
4180-400: The numbers of eminent relatives dropped off when his focus moved from first-degree to second-degree relatives, Galton concluded that leadership was inherited. Cecil Rhodes (1853–1902) believed that public-spirited leadership could be nurtured by identifying young people with "moral force of character and instincts to lead", and educating them in contexts (such as the collegiate environment of
4256-435: The population of towns. The concentration of labour in factories has increased urbanisation and the size of settlements, to serve and house the factory workers. Family structure changes with industrialisation. Sociologist Talcott Parsons noted that in pre-industrial societies there is an extended family structure spanning many generations who probably remained in the same location for generations. In industrialised societies
4332-468: The press and blogs, present their own interpretations of leaders. These depictions can stem from actual circumstances, but they might also arise from political influences, monetary incentives, or the personal agendas of the author, media, or leader. Consequently, the impression of leaders is often constructed and may not accurately mirror their genuine leadership attributes. This highlights the historical role of concepts like royal lineage , which once stood as
4408-590: The purpose of manufacturing . Industrialisation is associated with increase of polluting industries heavily dependent on fossil fuels . With the increasing focus on sustainable development and green industrial policy practices, industrialisation increasingly includes technological leapfrogging , with direct investment in more advanced, cleaner technologies. The reorganisation of the economy has many unintended consequences both economically and socially. As industrial workers' incomes rise, markets for consumer goods and services of all kinds tend to expand and provide
4484-403: The qualities and behaviors associated with leaders and influencers developed only later during the 19th and 20th centuries - possibly traceable from 1870 onwards. Historically, industrialization , opposition to the ancien regime , and the phasing out of chattel slavery meant that some newly developing organizations ( nation-state republics , commercial corporations ) evolved a need for
4560-406: The question "What qualities distinguish an individual as a leader?" Underlying this search was the early recognition of the importance of leadership and the assumption that leadership is rooted in the characteristics that certain individuals possess. This idea that leadership is based on individual attributes is known as the " trait theory of leadership ". A number of works in the 19th century – when
4636-492: The right of subordinates to overthrow emperors who appeared to lack divine sanction. Pro- aristocracy thinkers have postulated that leadership depends on one's "blue blood" or genes . Monarchy takes an extreme view of the same idea, and may prop up its assertions against the claims of mere aristocrats by invoking divine sanction (see the divine right of kings ). On the other hand, more democratically inclined theorists have pointed to examples of meritocratic leaders, such as
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#17327652544314712-455: The same social backgrounds and interests. Out-group members often receive less time and more distant exchanges than their in-group counterparts. With out-group members, leaders expect no more than adequate job performance , good attendance, reasonable respect, and adherence to the job description in exchange for a fair wage and standard benefits. The leader spends less time with out-group members, they have fewer developmental experiences, and
4788-477: The scholarly tradition known as Orientalism , which is notable in being a Western conception of a unified Eastern world not limited to any specific region(s), but rather all of Asia together. While there is no singular Eastern culture of the Eastern world, there are subgroups within it, such as countries within East Asia, Southeast Asia, or South Asia, as well as syncretism within these regions. These include
4864-499: The seminal work on the influence of leadership styles and performance. The researchers evaluated the performance of groups of eleven-year-old boys under different types of work climate. In each, the leader exercised his influence regarding the type of group decision making , praise and criticism ( feedback ), and the management of the group tasks ( project management ) according to three styles: authoritarian , democratic , and laissez-faire . In 1945, Ohio State University conducted
4940-421: The situation is considered a "favorable situation". Fiedler found that task-oriented leaders are more effective in extremely favorable or unfavorable situations, whereas relationship-oriented leaders perform best in situations with intermediate favorability. Victor Vroom , in collaboration with Phillip Yetton and later with Arthur Jago, developed a taxonomy for describing leadership situations. They used this in
5016-665: The social influence process. A leader's mood affects his/her group. These effects can be described in three levels: In research about client service, it was found that expressions of positive mood by the leader improve the performance of the group, although in other sectors there were other findings. Beyond the leader's mood, her/his behavior is a source for employee positive and negative emotions at work. The leader's behavior creates situations and events that lead to emotional response, for example by giving feedback, allocating tasks, and distributing resources. Since employee behavior and productivity are affected by their emotional states, it
5092-480: The spread of Eastern religions such as Buddhism or Hinduism , the usage of Chinese characters or Brahmic scripts , language families, the fusion of cuisines, and traditions, among others. Industrialization Industrialisation ( UK ) or industrialization ( US ) is the period of social and economic change that transforms a human group from an agrarian society into an industrial society . This involves an extensive reorganisation of an economy for
5168-465: The strength of courage results in violence. Excessive discipline and sternness in command result in cruelty. When one has all five virtues together, each appropriate to its function, then one can be a leader. Machiavelli's The Prince , written in the early-16th century, provided a manual for rulers ("princes" or "tyrants" in Machiavelli's terminology) to gain and keep political power . Prior to
5244-442: The task by developing good relationships with the group (relationship-oriented), and those who have as their prime concern carrying out the task itself (task-oriented). According to Fiedler, there is no ideal leader. Both task-oriented and relationship-oriented leaders can be effective if their leadership orientation fits the situation. When there is a good leader-member relation, a highly structured task, and high leader position power,
5320-401: The times produce the person and not the other way around. This theory assumes that different situations call for different characteristics: no single optimal psychographic profile of a leader exists. According to the theory, "what an individual actually does when acting as a leader is in large part dependent upon characteristics of the situation in which he functions." Some theorists synthesized
5396-607: The traditional approach, the leader-attribute-pattern approach is based on theorists' arguments that the influence of individual characteristics on outcomes is best understood by considering the person as an integrated totality rather than a summation of individual variables. In other words, the leader-attribute-pattern approach argues that integrated constellations or combinations of individual differences may explain substantial variance in both leader emergence and leader effectiveness beyond that explained by single attributes, or by additive combinations of multiple attributes. In response to
5472-433: The traditional authority of monarchs, lords, and bishops had begun to wane – explored the trait theory at length: especially the writings of Thomas Carlyle and of Francis Galton . In Heroes and Hero Worship (1841), Carlyle identified the talents, skills, and physical characteristics of men who rose to power. Galton's Hereditary Genius (1869) examined leadership qualities in the families of powerful men. After showing that
5548-404: The trait and situational approaches. Building upon the research of Lewin et al., academics normalized the descriptive models of leadership climates, defining three leadership styles and identifying which situations each style works better in. The authoritarian leadership style, for example, is approved in periods of crisis but fails to win the "hearts and minds" of followers in day-to-day management;
5624-585: The transmission of diseases. The place of women in society has shifted from primary caregivers to breadwinners, thus reducing the number of children per household. Furthermore, industrialisation contributed to increased cases of child labour and thereafter education systems. As the Industrial Revolution was a shift from the agrarian society, people migrated from villages in search of jobs to places where factories were established. This shifting of rural people led to urbanisation and an increase in
5700-501: Was accompanied by significant changes in the social structure, the main change being a transition from farm work to factory-related activities. This has resulted in the concept of Social class , i.e., hierarchical social status defined by an individual's economic power. It has changed the family system as most people moved into cities, with extended family living apart becoming more common. The movement into more dense urban areas from less dense agricultural areas has consequently increased
5776-555: Was developed by Robert House and was based on the expectancy theory of Victor Vroom . According to House, "leaders, to be effective, engage in behaviors that complement subordinates' environments and abilities in a manner that compensates for deficiencies and is instrumental to subordinate satisfaction and individual and work unit performance". The theory identifies four leader behaviors, achievement-oriented , directive , participative , and supportive , that are contingent to environment factors and follower characteristics. In contrast to
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