[1.1.4.3] Various conceptual views on Leadership

In this chapter we will try to break down leadership to set of understandable concepts. We will use some scientific models combined with our owns views to give an as simple as possible yet comprehensive view. Each of these theories are further explored in the ‘Scientific theories’ chapter in a cleaner and academically correct manner. Here we will oversimplify a bit to improve readability.

Process? What does that mean?Trait approach Skills approach Behavioral approach Contingency Approach Relationship Approach Process Approach In summary, we believe The different ways to conceptualize leadership

Additional reading

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[2] Scientific theories & popular frameworks

[1.1] The framework - overview

Process? What does that mean?

Northouse explicitly defines leadership as a process. This seems abstract but has a good reason. To understand this we need to go a bit back in time to understand the different views on Leadership over time. Throughout the centuries, and more recently decades, there have been different ‘schools of thought’, each with their own approach pushing forward our understanding of what Leadership is. Some famous schools of thought include:

‘Trait school’ → Leadership as something you are,

‘skills’ school’ → leadership as something you can learn

‘Behavioral school’ → leadership as something you do

‘Contingency school’ → leadership as something you do, adjusted to your context

Situational approach
Path-Goal theory

Relationship-centered —> leadership focused around the relationship with followers

Transformational
Transactional
Followership
Servant leadership

‘Process school’ → leadership as something that happens as a consequence of (inter)actions

In this C4 framework we course adopt the ‘process school’ view, which is mostly built upon the findings of the the other schools and tries to blend it into an overview of interactions.

Trait approach

The ‘School of thought’ for the trait approach was one of the earliest systematic attempts to study leadership. It looks at leaders through the lens of their characteristics; Who they are. How their personality, their talents, their early upbringing has formed them into who they are.

This approach emphasizes that certain individuals have innate qualities and characteristics that make them leaders. These traits might include:

Intelligence and cognitive ability

Self-confidence and determination

Integrity and strong moral compass

Sociability and interpersonal skills

The main assumption of the trait approach is that great leaders are born, not made. This "great man" theory suggests that leadership qualities are inherent rather than developed. While this approach has provided valuable insights into what qualities successful leaders often possess, it has been criticized for oversimplifying leadership.

Modern interpretations of the trait approach acknowledge that while certain innate characteristics may predispose individuals to leadership roles, these traits alone do not guarantee leadership success.

Leadership is the process whereby an individual [self/character/core] influences others to achieve a common vision

Visual adjustment

Leadership characteristics [core] determine the quality of the leader

Skills approach

The skills approach tried to change the narrative directly confronting the Trait approach by claiming that it was not just traits that defined a leader, but that leadership (to an extent) can be developed.

It emphasizes that leadership effectiveness depends on learned abilities and knowledge rather than inherent traits. This perspective suggests that leadership can be developed through training and experience. Key skills typically include:

Technical skills - Specialized knowledge and expertise in specific work areas

Human skills - Ability to work effectively with people, including communication and emotional intelligence

Conceptual skills - Capacity to work with ideas and concepts, strategic thinking

At the time, this approach was quite revolutionary because it shifted the focus from innate characteristics to learnable competencies, making leadership development more accessible to everyone. It suggests that while natural abilities might give some people a head start, effective leadership can be cultivated through deliberate practice and education.

The skills model particularly emphasizes that different levels of leadership require different combinations of these skills. For example, while technical skills might be crucial for lower-level management, conceptual skills become increasingly important at higher organizational levels.

The discussion of whether leaders are a product of ‘nature’ or ‘nurture’ remains a popular (yet over simplistic) discussion to this day. Modern interpretations acknowledge that both innate traits and learned skills play important roles in leadership development. The most effective leaders tend to have some natural predispositions that are then enhanced and refined through deliberate practice, education, and experience. This balanced view helps explain why some individuals might find leadership roles more natural while others can still develop into highly effective leaders through dedicated effort.

Leadership is the process whereby an individual influences others to achieve a common vision [competence]

Visual adjustment

It is not just about someone’s characteristics as much as it is also about their skills and abilities [competence]

Behavioral approach

Then a school of behavioral theorists shifted the focal point from a focus on the leader towards the interactions with the followers (workers).

The behavioral approach to leadership focuses on what leaders actually do rather than their traits or skills. This also led to several studies of successful and unsuccessful managerial behavior. This approach encouraged researchers to study how leaders behave in relation to their followers. Two main types of behaviors were identified:

Task-oriented behaviors - Actions focused on achieving goals, organizing work, defining roles, and establishing clear patterns of communication

Relationship-oriented behaviors - Actions focused on improving relationships, making people feel comfortable, and showing concern for employee welfare

The research suggested that the most effective leaders are those who can balance both task and relationship behaviors appropriately.

This approach was significant because it:

Shifted focus from who leaders are (their personality or skills) to what they do

Made leadership observable and measurable through specific actions

Highlighted the importance of considering both task completion and human relationships

Suggested that effective leadership behaviors could be taught and learned

The behavioral approach contributed significantly to our understanding of leadership by establishing that both people-oriented and task-oriented behaviors are crucial for effective leadership, though the optimal balance may vary by situation.

Leadership is the process whereby an individual influences others to achieve a common vision [competence]

Visual adjustment

The actions [conduct] of a leader largely drive outcomes and results either directly or through others.

Contingency Approach

Path-Goal theory

The path-goal theory argued that leaders can affect their team's performance by adapting their leadership style to fit the specific needs of their followers to achieve certain outcomes

Path-goal theory, developed by Robert House, identifies four main leadership styles that leaders can employ based on the situation and follower needs:

Directive Leadership - Providing clear instructions, expectations, and guidance

Supportive Leadership - Creating a friendly work environment and showing concern for followers' well-being

Participative Leadership - Consulting with followers and including them in decision-making

Achievement-oriented Leadership - Setting challenging goals and showing confidence in followers' abilities

The theory suggests that effective leaders choose their style based on two main factors:

Employee characteristics (experience, ability, motivation)

Environmental factors (task structure, formal authority system, work group)

The key principle is that leaders should help clear the path to goal achievement by removing obstacles and providing necessary support and resources. This theory emphasizes the importance of leader flexibility and adaptation to meet follower needs and situational demands.

Leadership is the process whereby an individual influences others to achieve a common vision [context]

Visual adjustment

The actions of a leader should be adjusted based on the goal specific situation and the follower needs [context]

Situational approach

The situational approach, developed by Hersey and Blanchard, emphasizes that different leadership styles are needed for different situations. This approach suggests that effective leadership requires adapting one's style based on the specific context and the development level of followers.

The model identifies four leadership styles:

Directing (S1) - High directive and low supportive behavior

Coaching (S2) - High directive and high supportive behavior

Supporting (S3) - High supportive and low directive behavior

Delegating (S4) - Low supportive and low directive behavior

These styles should be matched with the followers' development levels, which are determined by their:

Competence - Skills and knowledge for the task

Commitment - Motivation and confidence to perform the task

The key principle is that as followers develop and mature in their roles, leaders should adjust their style accordingly, generally moving from more directive to more delegative approaches. This makes the situational approach highly practical and flexible, though it requires leaders to accurately assess both the situation and their followers' development levels.

Leadership is the process whereby an individual influences others to achieve a common vision [context & development]

Visual adjustment

Further contextual factors are added that influence the behavior of leaders

Relationship Approach

In the more recent years two theories emerged, that to a certain degree opposed each other; transactional and transformational leadership. Better described as leadership styles, they each had their pro’s and con’s in specific certain situations, environments and contexts.

Transactional Approach

Transactional leadership theory focuses on the exchanges that occur between leaders and followers. This leadership style is based on a system of rewards and punishments, where followers are motivated through clear expectations and consequences.

Key elements of transactional leadership include:

Contingent Rewards - Clear agreements about expectations and rewards for meeting objectives

Management by Exception (Active) - Leaders actively monitor work and take corrective actions when needed

Management by Exception (Passive) - Leaders intervene only when problems become serious

This approach is particularly effective in:

Crisis situations requiring clear direction

Projects with defined processes and outcomes

Organizations focused on efficiency and standardization

While transactional leadership can be effective for maintaining current operations and achieving specific objectives, it may not promote innovation or long-term development. It works best in structured environments where goals and expectations can be clearly defined and measured.

Transformational Approach

In contrast to transactional leadership, transformational leadership focuses on inspiring and motivating followers to exceed their own self-interests for the greater good of the organization. This approach emphasizes creating meaningful change in people and organizations.

Key components of transformational leadership include:

Idealized Influence - Leaders serve as role models and earn respect and trust

Inspirational Motivation - Leaders articulate a compelling vision and inspire enthusiasm

Intellectual Stimulation - Leaders encourage innovation and creative problem-solving

Individualized Consideration - Leaders attend to followers' individual needs and development

Transformational leadership is particularly effective in:

Organizations undergoing significant change

Environments requiring innovation and creativity

Situations where long-term development is prioritized

This leadership style tends to create higher levels of employee engagement, satisfaction, and commitment. Transformational leaders help followers reach their full potential while aligning individual goals with organizational objectives.

Servant leadership

Servant leadership is a leadership philosophy that puts the needs of others first and helps people develop and perform as highly as possible. This approach, first coined by Robert K. Greenleaf in 1970, turns the traditional leadership pyramid upside down.

Key characteristics of servant leadership include:

Listening - Actively seeking to understand others' perspectives

Empathy - Recognizing and responding to others' emotional needs

Stewardship - Taking responsibility for the well-being of the team and organization

Commitment to people's growth - Helping others develop professionally and personally

Building community - Fostering a collaborative and supportive environment

Servant leaders focus on:

Putting their team members' needs before their own

Sharing power and enabling others to develop

Creating an environment where people can perform their best

Making decisions that benefit the entire organization rather than just themselves

This approach is particularly effective in:

Organizations focused on long-term sustainability

Companies with strong ethical values

Teams requiring high engagement and commitment

Followership

A range of theories in the recent years have shifted the focus away from the leader and towards the follower and the relationship between them.

Followership theory shifts attention from the traditional focus on leaders to examine the crucial role that followers play in the leadership process. This approach recognizes that leadership effectiveness depends heavily on the quality and engagement of followers.

Key aspects of followership include:

Active engagement - Effective followers are actively engaged in achieving organizational goals rather than passively taking orders

Critical thinking - Good followers think independently and can constructively challenge leaders when necessary

Initiative - They take responsibility for their work and can work autonomously

Support - They provide crucial support to leaders and contribute to the leadership process

The theory identifies different types of followers based on their level of independent thinking and active engagement:

Exemplary followers - Both independent thinkers and actively engaged

Conformist followers - Actively engaged but dependent on leader direction

Alienated followers - Independent thinkers but passive in their role

Passive followers - Neither independent thinking nor actively engaged

Understanding followership is crucial because:

Leadership cannot exist without followership

Effective followers contribute significantly to organizational success

The quality of followership often determines the effectiveness of leadership

Shared Leadership Theory

Shared Leadership Theory recognizes that in modern organizations, individuals often serve as both leaders and followers simultaneously. This theory challenges the traditional hierarchical view of leadership by suggesting that leadership responsibilities can be distributed among team members.

Key aspects of Shared Leadership include:

Leadership roles are fluid and can shift between team members

Multiple individuals can exercise leadership influence simultaneously

Team members alternate between leading and following based on expertise and situation

Leadership emerges from team interactions rather than formal positions

This approach is particularly relevant in:

Knowledge-based organizations

Cross-functional teams

Complex projects requiring diverse expertise

Organizations with flat hierarchical structures

Process Approach

That bring us to the last and final ‘School of Thought’ that predates some of the theories and frameworks published later, but still manages to capture them in their view

The Process Approach views leadership as a dynamic, interactive process rather than just a set of traits or behaviors. This perspective emphasizes that leadership emerges from the continuous interaction between leaders, followers, and their environment.

Key elements of the Process Approach include:

Leadership as Continuous Flow - Leadership is seen as an ongoing process rather than discrete events or actions

Interactive Relationships - Emphasizes the two-way nature of influence between leaders and followers

Context Integration - Recognizes how situational factors shape the leadership process

Emergent Leadership - Leadership can emerge from the process itself rather than being solely position-based

The Process Approach is particularly valuable because it:

Captures the complexity of real-world leadership dynamics

Acknowledges the role of both formal and informal leadership

Recognizes leadership as adaptable and evolving

Integrates multiple perspectives on leadership effectiveness

In summary, we believe

The different ways to conceptualize leadership

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3. The different ways to conceptualize leadership (1)

WORK IN PROGRESS - NOT FOR REVIEW

Over time, we have developed different ways to conceptualize leadership. Though some ideas contradict each other, not all of them are exclusive and some even supplement one another.

Leadership from a personality perspective

the idea that leadership is in a person's personality (a combination of traits and characteristics) drive him to become a leader and take up leadership

skills perspective

The idea that different skills and knowledge make a good leader. Emphasizing leadership is something that grows over time by experience and study.

Leadership as a group process

Leadership is something that occurs within groups. In different group settings, there may be different leader. In this conceptualization the leader is central in the group.

Leadership as act or behaviour

Leadership as something you do. You lead. Leadership as the power relationship between leaders and followers

Transformational Approach

The idea that leadership is about elevating followers into a higher/better self; some sort of transcendence.

Besides the literal interpretation, there are also differences in our cognitive understanding of leadership. Some of them overlap, some contradict, and some complement.