Leadership Theory Application
Monica R. Woods
University Of Phoenix
LEADERSHIP THEORY APPLICATION / 7Leadership Theory Application
Leadership theories have developed over the years and are often found to be viewed as the foundation of leader activities that appear closely related leadership behaviors to the success and failures in some organizational issues (Johnson & Fauske, 205). Leadership theories as early as the trait theory and as recent as the authentic theory, theorists have made exhaustive efforts to describe successful leaders by their behavior. The three theories examined in this paper are the trait approach, leader-member exchange theory (LMX), and the authentic theory.
There are struggles in viewing leadership theories and approaches as separate items. For instance, transformational theory is composed of characteristics that are commonly observed in psychodynamic approach (Northouse, 2016). Yet, psychodynamic approach employs assumptions of human behavior to accomplish leadership status (Northouse, 2016).
Leadership Theories
Trait Approach
The trait approach was initially used as a tool to examine the qualities of servicemen, military and political, such as Abraham Lincoln and Mohandas Ghandi to ascertain what attributed to making them great leaders (Khan, 2013). The trait approach uses a predetermined list of characteristics in identifying potential individuals as leadership candidates (Northouse, 2016). According to Northouse, major leadership traits include: intelligence, self-confidence, integrity, determination, and sociability (Northouse, 2016). One’s intellectual leadership strength means having stronger verbal, perception, and reasoning abilities than subordinates (Northouse, 2016).
The trait approach align with my personal leadership style in the manner in which seek to be a lifelong learner. The desire to grow in intellect and maintain a slightly higher degree of intelligence than the non-leaders is a must in educational leadership. The leader must be prepared to contribute to complex problem solving and have a positive impact on the lives of those around you (Northouse, 2016). The trait approach requires leaders to have high self-confidence and be capable of influencing others.
Leader-Member Exchange Theory
The leader-member exchange theory addresses the approach a leader takes in the business and the perception followers have of that leader’s performance. The leader-member exchange theory (LMX) examines the dyadic relationship between the leaders and the followers (Northouse, 2016). In other words, a direct relationship is formed between the leader and the subordinates, which establishes a theoretical context of their interactions (Jing & Baiyin, 2015).
The LMX theory is described to only form close relationships with a selective few subordinates generally called “in-group members” (Northouse, 2016) (p. 149). LMX theory describes the in-group as those who obtain greater influence, more information, greater confidence and concern from the leader (Northouse, 2016). According to Northouse, LMX strengths are in the in-group’s willingness to work beyond normal status, improved communication between leader and member, alerts leaders of bias influences that occur, unconsciously (Northouse, 2016). LMX theory employs parameters that determine leader-member relationship interaction quality, which includes the location of the control and how the member perceives such control of self and the organizational environment (Jing & Baiyin, 2015). A high level of accepted control indicates that the member maintains a sense of control over his life and work environment. Members who feel a sense of control contribute to a good quality of life establishing a positive correlation to job satisfaction and a positive work atmosphere (Northouse, 2016). Next is a need for power. Members display a need for power through seeking feedback on job performance, pursuing higher visibility jobs, and leadership opportunities and they come available (Jing & Baiyin, 2015). Member level of self-esteem contributes to their sense of value within the organization, which becomes visible as increased emotional strength and higher job satisfaction (Jing & Baiyin, 2015).
LMX theory loosely aligns with my personal leadership qualities in the way the leader seeks others to form relationships and build teams in order to work towards a common goal. However, my personal leadership style is mis-aligned with LMX in the manner in which is sets an environment that is vulnerable to bias and discrimination of others.
Authentic Leadership Theory
The authentic leadership theory is described as the leadership approach that is real, genuine, and has a moral compass (Northouse, 2016). Just as the title implies, authentic leadership demands that leadership demonstrate characteristics of trustworthiness, honesty, and are genuinely good people (Peus et, al, 2011).
Authentic leadership theory became an approach closely followed in most recent years as organizational downfalls by big corporations such as Enron and Lehman Brothers caused financial crisis (Peus et, al., 2011). The financial crisis and recent disasters have caused Americans to have a level of distrust for corporate leaders and political leaders, too. The feelings of distrust caused people to require a different set of qualities in leadership more related to common values and the ability to be in touch with the needs of the people, and working for the good of all (Peus et, al., 2011). According to Peus et, al., (2011), authentic leaders are expected to maintain a high level of authenticity towards every employee. Authentic leadership requires the leader to have a high level of self-knowledge. Leaders must be clear about who they are and what they stand for in life. Leaders are to be steady in their convictions and values. Further, authentic leaders must be transparent with others in knowing their own strengths and weaknesses (Peus et, al., 2011).
My personal leadership style aligns with authentic leadership theory in its foundational characteristics. My leadership style is grounded in self-knowledge and transparency. I believe that by knowing whom I am and being convicted in my beliefs, I am able to be consistent, dependable and true in my leadership role. I believe in knowing my strengths and weaknesses and surrounding myself with others that either I can learn from or rely on their strengths to compensate for my weakness in order to accomplish the organizational goal.
Personal Traits
It is my desire to seek out and find understanding of my own purpose in life. Knowing my purpose in life helps me to define who I am and what I believe. The practice of walking through life following my beliefs helps me to maintain good values and demonstrate that I am a good person. I believe in developing positive relationships with others that will last. I enjoy getting to know people, their needs, dreams, and struggles. I believe that it is through our struggles that we are able to help others to overcome hardships in life and empower them to move towards a greater standard. Finally, I practice self-discipline. I understand the self-discipline in necessary in order to live a wholesome life free of self-indulgence and selfish desires.
Personal Leadership Skills
I believe that I have been very fortunate to have the opportunity to be lead by some individuals that displayed the heart, knowledge, and integrity I find important in leadership. From their examples and what I am learning from the University of Phoenix Doctoral program, my personal leadership skills are in a state constant growth and improvement. The leadership theories I am learning help me to improve my method of directing and encouraging my faculty as I work to apply the gained knowledge each day. I believe that my personal leadership skills are enhanced by my ability to have clear communications with my faculty, students, and superiors. I strive to lead by motivation and modeling the organizational attitude and work ethic I desire my faculty to demonstrate. According to Northouse (2016), there are three essential motivational leadership skills that I believe I possess. First, I believe I a willing to do the hard work to solve organizational problem. Two, I don’t shy away from exerting influence when it is necessary and appropriate. Third, I am very willing and able to promote a positive and overall good for the organization. Northouse states that motivation is key to preparing leaders (Northouse, 2016) (p. 49).
Leadership Behaviors
Leadership is defines as the dynamic, interactive process of creating, communicating, and transforming vision into reality. My leadership behavior is purposefully encouraging, motivational and transparent. Northouse (2016) described leadership as the process of individuals coming together to accomplish a common goal. With this in mind, I view leadership behavior as the influence concerned with how my leadership will affect those that I am leading. How am I conveying the organizational purpose? Am I perceived by my followers to understand and demonstrate my understanding of the organizational vision? If I am to be an effective leader, my behavior must be exemplar in my attention to the common goal. My leadership behavior must be innovative, empowering, and inspiring. My leadership behavior must display intelligence, self-confidence, determination, integrity, and sociability.
Conclusion
Each theory considered in this paper have been developed over time and is still being studied and examined through practical use today to further the study of leadership behavior (Onorato, 2013). Each theory examines the leader’s role and the follower’s role along with the interaction involved in the relationship.
Trait approach focuses on selecting leaders with specific characteristics for certain offices (Khan, 2013). The leader from the trait approach is adaptable to different situations and people. Leader-member exchange theory focuses on the direct relationship with the leader and the follower. Leader-member exchange requires creative thinking, good communications, and the ability to balance relationships organizational goals (Jing & Baiyin, 2015). Authentic leadership focuses on the trustworthiness and realness of the leader. Authentic leaders must be transparent and have the ability to maintain a strong moral compass and focus on the common good.
These theories were selected because they can be useful on different levels within an organization. These theories can also be used in various fields, especially in the educational field. Trait directly speaks to the need for leaders to be intelligent, self-confident, and have high integrity. LMX addresses various relationship needs between leaders and followers. Authentic addresses the importance of leaders having values and being socially conscience of the example they are demonstrating to those who follow them and look up to them for guidance. Each theory considers the emotional, intellectual, and values necessary for quality effective leadership. These are the qualities we look for in leadership in organizations that are vital to our society and the world.
In examining these three theories, it appears that they are all productive and meaningful tools for building effective leadership in organizations. I see these theories as important approaches to leadership development.
References
Jing, J., & Baiyin, Y. (2015). Roles of creative process engagement and leader--member exchange in critical thinking and employee creativity. Social Behavior &
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Johnson,Bob L., Jr, & Fauske, J. R. (2005). Introduction: Organization theory, educational leadership and educational research. Journal of Educational Administration, 43(1), 5-8. Retrieved from http://search.proquest.com/docview/220445324?accountid=458
Kahn, A.(2013, January).Approaches in leadership: Trait, situational, and path-goal theory: A critical analysis.Pakistan Business Review, (), 830-842. Retrievedfromhttp://web.a.ebscohost.com.contentproxy.phoenix.edu/ehost/pdfviewer/pdfviewer?vid=4&sid=96b37b15-e856-440a-a5bc-63e41d20e4bf%40sessionmgr4001&hid=4112
Northouse, P. G. (2016). Leadership: Theory and practice (7th ed.). Los Angeles, CA: Sage.
Onorato, M.(2013).Transformational leadership style in the educational sector: An empirical study of corporate managers and educational leaders.Academy of Educational Leaders Journal, 17(1), . Retrievedfromhttp://Retrieved from http://search.proquest.com/docview/1368593704?accountid=458
Peus, C., Wesche, J., Streicher, B., Braun, S., & Frey, D. (2012). Authentic Leadership: An Empirical Test of Its Antecedents, Consequences, and Mediating Mechanisms. Journal Of Business Ethics, 107(3), 331-348. doi:10.1007/s10551-011-1042-3