Evolution Of Leadership Theory Research Articles

CONTEMPORARY THEORIES OF LEADERSHIP: CROSS-CULTURAL ANALYSIS

The relationship between leadership and culture and the influence of culture on leadership have been relevant to scholars for the last 50 years. Culture itself is one of the determining factors that directly influence the leadership model that is most effective in a particular culture, because even understanding the model of effective leadership depends on the culture and its underlying values. Different national cultures understand the model of effective leadership in different ways, because they have different basic values and models of behavior that are the basis of a specific effective model of leadership. According to the dominant values of a national culture, people subconsciously imagine their leaders as behaving in accordance with these ideals of leadership and value their leaders accordingly. The study of leadership in a cultural context has undergone significant transformations along with the evolution of leadership theories and the development of cross-cultural management. The purpose of this study is to analyze contemporary theories of leadership in the cross-cultural context and determine the influence of culture on modern models of effective leadership. The cross-cultural analysis of contemporary leadership theories determined that almost all theories emphasize a significant influence of culture on modern models of effective leadership. Behavioral theory and contingency theory of leadership emphasize that cultural norms play a key role in a cross-cultural context. The autocratic leadership style has been found to have significant cultural limitations to its effective use, whereas transformational leadership can be used and be effective in any culture. In transactional leadership is based subordinates are not self-motivated because they need to be closely observed and controlled. Servant leadership will now gain even more acceptance in different cultures, but has already proven to be effective primarily in cultures based on individualism, democracy, and egalitarianism. Contemporary leadership theories such as relational leadership, complex leadership, ambidextrous leadership, and adaptive leadership also emphasize the need to consider the interaction between leaders and the environment as influenced by culture.

From Plato to e-Leaders: The Evolution of Leadership Theories and Styles

In this work, we addressed the epistemology of Leadership styles and supporting theories, providing a new perspective on the emerging themes after careful analysis and revision. From examining 37 leadership supporting theories, and 120 leadership styles, themes relating to the nature of Leadership emerged from the analysis, such as "cognitive" or "behavioral;" "situational" or "transformational;" "eye-to-eye" or "remote," and from the literature review, such as "informal or formal," "small groups" or "organizations," and leaders. As a result, we believe it is possible to reduce somehow the confusion that has contaminated leadership research for more than a century, paving the way for future research by understanding complex concepts affecting Leadership over the centuries.

Evolution of leadership theory

Leadership is one of the most complex and multidimensional phenomena. It has been studied extensively over the years and has taken on greater importance than ever before in today’s fast-paced...

Distributed Leadership in Transformation Initiatives: The Emergence of Network Leadership

Several research studies investigated organizational transformation in particular to examine various leadership theories and styles that emerged during different chronological evolution of leadership theories. In similar context, attention has been given recently to collective/team leadership theories that depend on more collective approach to leadership. Examining organizational transformation literature and leadership theory literature is expected to lead to identifying an intersection between these important topics. This paper intends to bridge distributed leadership theory and organizational transformation theory in achieving efficient and optimal results when implementing large scale organizational transformational initiatives and examining the notion of network leadership by overlaying social network theory to the characteristics of distributed leadership, which is expected to add to the current knowledge and use by scholars and policy makers while practicing leadership in a organizations going through transformation.

Juxtaposition of Evolution of Leadership Theories and Foucault's Power Knowledge Dynamics

This article presents the juxtaposition of the evolution of leadership theories from transactional, to transformational and also to the new age theories, which are based on ethics and aesthetics like the servant leadership with Foucault's epistemology of genealogy of power-knowledge. Genealogy is an anti-method which begins with a critique of the present. Foucault's genealogical episteme has been used to elicit problematization of the established field of leadership which the authors believe to be scientifically evolved and academically established. The article critically traces, the historical account of developments in leadership theories and questions the perfection and hegemony of transformational theory, questioning the reliable assumptions and potential limitations of transactional and transformational theory to finally establish constant evolution in the subject as the stable new construct of leadership. Though Foucauldian thought argues for the balance of power between follower and leader and leader's power being interdependent on knowledge, on the contrary, this article highlights the concentration of power in the hands of privileged few in the existing paradigms of leadership. The panopticon, as a metaphor of vigil focuses on the concentrated power in the hands of those at a higher pedestal and the self-government and objectivizing of followers which prevails in the organisations, While mapping these transitions in leadership theory with the genealogy of power-knowledge dynamics of Foucault's episteme, the article contributes to the existing literature on leadership by acknowledging a need for a newer leadership in the current complex business environment in accordance with the genealogical theme of pastoral power.

El liderato y la mujer

La historia económica y social tiende a relacionar el poder y el ejercicio de poder que trae consigo el liderato con la figura del hombre. Sin embargo, dentro del contexto de los negocios, cada vez más mujeres demuestran que pueden desempeñarse como líderes efectivas. Este escrito tiene como objetivo proveer una visión panorámica sobre la evolución de las teorías del liderato y presentar un enfoque distinto sobre el tema de liderato efectivo mirado a través del crisol del género. El argumento central del escrito es que la polarización que subyace a los constructos liderato masculino y liderato femenino como entidades separadas es un ejercicio fútil fundamentado en un estereotipo. La conclusión importante es que el liderato transformacional, como punto de encuentro de las teorías acogidas a nivel mundial sobre el liderato, no es particular de un género, sino que puede ser ejercido tanto por los hombres como por las mujeres.

Evolution of Leadership Theory

In recent times, the phenomenon of leadership has assumed considerable significance. The key question “What makes an effective leader?” continues to daunt researchers. In this article, Albert S King uses a developmental perspective to create an evolutionary tree of leadership theory. He identifies nine evolutionary eras with researchers in each era focusing on a specific theme of leadership. He also discusses the requirements of the Tenth Era — the Integrative Era — which hopefully will bring together different approaches in developing a sustainable theory of leadership.

The Evolution of Leadership Theory

Leadership is one of the most complex and multifaceted phenomena to which organisational and psychological research has been applied. An evolutionary developmental perspective is used to create an evolutionary tree of leadership theory and reveal the path along which it has evolved. Nine evolutionary eras are identified, and requirements for a tenth era of leadership theory are discussed. These eras provide a broad framework for researchers and practising managers to categorise existing, and evaluate future, theories.