Historical & Contemporary Leadership Matrix LDR/711A Version 10 University of Phoenix Course Material Historical & Contemporary Leadership Matrix Description/Approach Primary Characteristics Strengths HISTORICAL APPROACHES Great Man Theory Trait Theory Behavioral Theory Skills Approach Student’s Choice Copyright © 2018 by University of Phoenix. All rights reserved. Criticisms Discipline Specific Applications Historical & Contemporary Leadership Matrix LDR/711A Version 10 Description/Approach Primary Characteristics Strengths CONTEMPORARY APPROACHES Situational Leadership Transactional Leadership Transformational Leadership Servant Leadership Student’s Choice Copyright © 2018 by University of Phoenix. All rights reserved. Criticisms Discipline Specific Applications Running Head: LEADERSHIP COMPARATIVE ANALYSIS Leadership Comparative Analysis David Johnson III 1 LEADERSHIP COMPARATIVE ANALYSIS 2 Leadership Comparative Analysis There are many historical leadership theories that individuals can utilize to determine their outlook in defining their teams. Leadership theories have different approaches to how one leads and the styles that one uses. This paper emphasizes the varying techniques among five historical leadership theories. Those leadership theories are the great man theory, the trait theory, the behavioral theory, the skills approach theory, and the transformational theory. Each method will be discussed through an in-depth analysis that compares them regarding the elements of their description, characteristics, strengths and weaknesses, criticisms, and discipline-specific applications. Some authors suggest that leadership determines the most effective path to take based on factor within the organization that requires leaderships attention (Van et al., 2015). It is suggested that that diverse leadership styles should likely be utilized in situations that involve the followers. It is not uncommon to discover that authors share differences in their historical views of leadership. Wren (1995) suggest that the Great Man theory embraces a belief that individuals who are born to lead are created with specific characteristics, to include intelligence, charisma, and confidence. Those individuals that display those characteristics are believed to have the golden keys required to lead logically. Wren (1995) also mentions trait theories demonstrate essential ability recognized in those deemed as leaders. This type of leader understands the type of leadership is required at that moment under those circumstances. Additionally, the Great Man theory was used to recognize the different variations of male leaders in mainly a military structure. Also, early findings by Wren (1995) suggest that the focus was primarily geared around leaders that had a record of successes and recognized amongst the most elite leaders that derived from generations of male family members leading in top LEADERSHIP COMPARATIVE ANALYSIS 3 leadership positions. Although those same perceived traits may have resided in what was considered the lower class of individuals, it was not likely that they would be allowed any opportunity to in a sense outshine those that practically inherited the title of a great leader. They were, of course, entitled to serve in a supporting role that enabled the leader to be recognized among the greats. On the other hand, Weber (2007) views the differences in how individuals lead to place a significant amount of focus on the development of leadership theories. The Great Man theory is recognized as utilizing behavioral approaches. Behavioral theories know leaders have having developed characteristics of leadership through observing other leaders and their experiences, both good and bad. Those personality traits are generally passed from one generation to the next generation of leaders. The leadership theories focus on essentials and inherent mannerisms. Nevertheless, numerous failures among the approaches suggest assertiveness of leadership, which promotes a shift to monitoring the actions of leaders as well as improving characteristics of leaders. The outcome is contingency theories, of which demonstrates leadership styles and the features of followers and the additional factors. Although it is understood that in a large variety of situations, the leadership did not change, it was less the scenario, its location, and other factors. Weber (2007) suggest that situational theories as they change in a manner that makes the matter debateable no specific leadership style can be selected over the other. Leadership has to determine which methods provide a better outcome for everyone involved. Trait approach, behavioral approach, and situational approach are recognized as being influential in leadership research (Day & Antonakis, 2017). With the trait approach focusing primarily on a leaders intelligence, personality attributes, and height, there is a substantial LEADERSHIP COMPARATIVE ANALYSIS 4 relationship between an individual’s traits and how the effectiveness of their leadership. There does not appear to be evidence of a significant impact on situational variables that weaken the connection between the effectiveness of leadership and the leadership traits. Studies suggest that organizational leadership has experienced significant shifts in leaders’ traits to individual actions (Day & Antonakis, 2017). Behavioral theories concentrate on the effects of leadership, affirming that individuals are capable of learning to become effective leadership by observing others. Task-oriented behaviors include planning, organizing, and unifying followers. Consideration for the followers needs from being supportive in recognizing them for a job well done was another factor. The behavioral approach anticipated certain behaviors effective all leaderships. Nonetheless, the theories unsuccessfully considered the situational influences that impact the characteristics of effective leadership and leadership behaviors. Various aspects can be taken from leadership and their relationships with those following them. Situational leadership theories anticipate organizational context impact the effectiveness of leadership traits and behaviors (Weber, 2007). Alternative theories and transactional theories focus on leadership, followers, and performance of the overall organization. Transactional theory leadership focuses on rewarding for accomplishments and punishing for misdeeds. Transformational leaders encourage and stimulate their followers through their ability to provide them with the means of taking their taskings seriously and setting a positive example for others (Day & Antonakis, 2017). Their focus on the overall performance of their followers, the relationship between them and their followers and their commitment to assisting followers with meeting their individual goals. Both theories are recognized as effective theories that enable leadership and followers to understand distinct roles in the organization while maintaining a LEADERSHIP COMPARATIVE ANALYSIS 5 professional environment. There are a variety of definitions that can be associated with leadership; numerous individuals have different aspects of what leadership means to them. Historically, the selection of leadership and the dynamics of identifying the qualities of who is considered leadership is often determined through inheritance, making it almost impossible for those considered lower class to have an opportunity to work in a leadership capacity. Presently, leadership involves various theories that leaders have the option of applying to organizations. Leadership encourages input and involvement from followers for them to sense playing a vital role in the decision-making process. Followers are offered an opportunity to express challenges they have experienced when completing tasking and provide solutions that leadership may use on trail bases to determine the effectiveness of the solution from the follower’s point of view. LEADERSHIP COMPARATIVE ANALYSIS 6 References Day, D., Antonakis, J. Leadership (2017). Past, Present, and Future. Sage Publications. Retrieved from: http://www.sagepub.com/sites/default/files/upm-binaries/41161_1.pdf Van Seters, D.A., Stevenson, K., Ernst & Whinney (2015). Vancouver, British Columbia, and Field, R.H.G. Evolution of Leadership Theory. Retrieved from: http://professor.business.ualberta.ca/richardfield/~/media/business/FacultyAndStaff/SMO /RichardField/Documents/Papers/evolution.ashx Weber, A. (2007). Exploring the role of leadership in the evolution of organizational culture in a Theme Park Company: A historical narrative study. Ann Arbor, MI: ProQuest. Wren, J. T. (1995). The leader's companion: Insights on leadership through the ages. New York, NY: The Free Press. 
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