SITUATIONAL AND INTERACTIONIST LEADERSHIP THEORIES

Abstract

There are four main stages in the development of approaches to the study of leadership qualities:   1) the theory of leadership qualities, 2) behavioural theories of leadership, 3) situational theories of leadership, 4) interactionist theories of leadership. This article is devoted to the theories of the third and fourth stages of development of leadership theories in social psychology. The purpose of the study is a theoretical analysis of situational and interactionist theories of leadership. The objectives of the study were: in the theoretical analysis of approaches to the study of leadership qualities; in identifying specific features of situational and interactionist leadership theory. To identify the essence of situational and interactionist approaches to the study of leadership qualities were used methods of theoretical research: analysis of psychological literature; comparison, generalization and systematization of the received information. It is shown that, in comparison with behavioural models of leadership, situational theories are certainly progressive, because they take into account not only the behaviour of the leader but also the context in which the leader influences the follower. However, they have their limitations. A common shortcoming of all situational theories is ignoring the behaviour of followers, who are seen as passive objects rather than as active subjects of socio-psychological interaction. A common shortcoming of all situational theories is ignoring the behaviour of followers, to whom situational theories of leadership are treated as passive objects rather than active subjects. Attempts by researchers to correct this omission have led to the emergence of interactionist theories of leadership. The transition from static situational models to dynamic interactionist theories, which view leadership as a process of interaction between a leader and his followers, was the next progressive stage in the development of leadership theories. Interactionist theories do not deny the knowledge gathered by researchers in the previous stages of development of the science of leadership. On the contrary, they take into account the personal characteristics of the leader, and his behavioural styles, and situational factors - but add to these components another important component: the process of interaction between the leader and followers. Thus, interactionist theories of leadership offer researchers not only the most modern, but also the most complete approaches to the study of leadership. These are multifactorial theories that take into account the character of the leader, and his behaviour, and the peculiarities of the situation, and the process of interaction of the leader with followers. 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