These theories are an explanation of why and how certain people become a leader in the workplace. These theories primarily focus on the behavior and traits you can adopt to enhance your leadership skills and capabilities. Here are 5 leadership theories that can help you become an effective leader:

• Great Man Theory
• Trait Theory
• Situational Theory
• Behavioral Theory
• Contingency Theory

Great man theory 

The great man theory of leadership suggests that some individuals are born with characteristics that naturally make them skilled leaders. According to this view, leaders are born, not made. It also suggests that leaders assume authority when their leadership traits are needed.

Have you ever heard the phrase, “Great leaders are born, not made”? This quote sums up the basic tenet of the great man theory of leadership, which suggests that leadership capacity is innate. According to this theory, you’re either a natural-born leader or not.

The term “great man” was used because, at the time, ​leadership was thought of primarily as a male quality, especially in terms of military leadership.

The Great Man Theory of Leadership centers on two main assumptions:

• Great leaders are born possessing certain traits that enable them to rise and lead.
• Great leaders can arise when the need for them is great.

History of the Great Man Theory

The Great Man Theory was established in the 19th century by proponents such as historian Thomas Carlyle, who put forth the idea that the world’s history is nothing more than a collection of biographies belonging to great men.

Carlyle and contemporaries gained recognition for the theory in their time, as evidenced by such works as the Encyclopedia Britannica Eleventh Edition, published in 1911. This encyclopedia told the story of world history through biographies of the great men that led during different historical periods. Not everyone in Carlyle’s time, however, agreed with the theory’s assumptions.

People

Thomas Carlyle

Scottish historian and writer Thomas Carlyle is most known for his book, On Heroes, Hero-Worship, and the Heroic in History, in which he argued the key role in history played by the actions of great men.2 Carlyle grew up in a family with strong Calvinist beliefs, and was expected to be a minister. Although he distanced from his faith while at the University of Edinburgh, he held onto some Calvinist values which shaped his later work, such as a desire to denounce evil. Carlyle’s work was highly influential – albeit controversial – during the Victorian era.

Trait Theory 

The trait theory of leadership is the concept that leaders are born with key characteristics or traits.

The trait theory of leadership is also referred to as the Great Man Theory of Leadership, which was studied by researcher Thomas Carlyle. When we look at Carlyle’s body of research, it’s not empirically validated. While it’s one of the oldest theories of leadership, the research was simply not vetted before the theory took off. 

When Carlyle first introduced this theory, he looked at popular historical figures. For example, he compared leaders (all men) like Julius Caesar, Mahatma Gandhi, Abraham Lincoln, and Napoleon Bonaparte. The conclusion was drawn that these “great leaders” were born with innate characteristics of leadership. And while it’s undeniable that these leaders, on paper, share many of the same set of traits, the concept hasn’t stood the test of time. 

At Better Up, we’ve studied how leadership qualities can be developed. And science tells us that the trait theory of leadership has its flaws. But before we get too deep into whether or not the theory has legs to stand on, let’s look at some of the key leadership traits. 

What are some of the leadership traits? 

• Future-mindedness
• Inclusive leadership skills.
• High emotional intelligence
• Emotional regulation skills
• Strong interpersonal skills
• High cognitive agility and cognitive ability.
• Strong decision-making skills
• Strong communication skills
• Ability to resolve conflicts well
• High motivation

3 pros of the trait leadership theory 

• It kickstarted the study of leadership and leadership behaviors. While the majority of leaders don’t believe in the trait leadership theory, it did kick off the study of leadership. 
• It helped to establish leader traits that leaders can improve upon. This was the first body of research that looked at key leadership characteristics and traits. While possessing leadership skills from birth isn’t founded on science, it helped identify which skills can be built upon. 
• It helped identify that personality traits can be studied and researched. Similar to leadership traits, it also helped establish that scientists can study and research personality traits.    

3 cons of the trait leadership theory 

• The theory wrongly assumed that leadership effectiveness is something you’re born with. The biggest con of the theory is that it’s not empirically validated. It’s not a valid, science-backed theory.
  So, if you’re promoting employees based on the fact they possess certain skills with the idea that they were born with said skills, you might want to rethink your approach. 
• It puts forward a false behavioral theory about leadership roles. Putting people in leadership roles based on the idea that they’re born with certain behaviors can be dangerous.
  Without the proper development and coaching support, you risk falling into situational leadership. And situational leadership doesn’t help unlock your team’s full potential.   
• It hinders the growth and development of your leaders. For any company looking to develop effective leaders, it requires an investment in their growth and development.
  But adopting the trait leadership theory insinuates that you don’t need to make that investment, which simply isn’t true. 

Situational Theory 

Situational leadership theory is a strategy that designates a leadership style to a given situation based on a number of factors. Situational leaders adapt their leadership styles according to the competency and commitment level of employees. Situational leadership is a flexible style designed to maximize employee potential while meeting corporate deadlines or milestones. Situational leaders strive to:

• Drive results by answering the what and the how of a project
• Develop people and appropriate workgroups
• Establish relationships and motivate employees
• Recognize when to adapt leadership styles over time

What are the four styles of Situational Leadership?

The Situational Leadership model have four leadership styles. Each of these may be used, depending on the Performance Readiness of the team or team member performing a task.

1. Telling (S1)

Telling, or directing, is useful when a team or team member requires close supervision and regular guidance. The leader makes decisions and directs the team or team members by providing high directive behavior and low supportive behavior for the task at hand. This can include providing instructions to novice team members or taking charge in an emergency.

2. Selling (S2)

Selling, or persuading, is useful when a team or team member is unable but they are willing to perform the task. The leader provides two-way communication and reinforces small successes to boost the team or team member’s participation. Leaders using this style may help team members develop or improve their skills. This style can also encourage buy-in to a larger vision.

3. Participating (S3)

Participating, or sharing, is useful when a team or team member has the ability required to perform the task but lacks confidence or is unwilling. Leaders adopt a more democratic leadership style, letting their teams provide input in their areas of expertise, and compliment work to increase confidence.

4. Delegating (S4)

Delegating is useful when a team or team member has a high level of ability, confidence, and is self-motivated. Leaders leveraging this style will:

• Set a vision
• Outline desired outcomes
• Grant clear authority

They will then take on a more supportive behavior, getting out of the way and letting their team take over.

Contingency Theory

The contingency theory of leadership states that effective leadership is contingent upon the situation at hand. Essentially, it depends on whether an individual’s leadership style befits the situation. According to this theory, someone can be an effective leader in one circumstance and an ineffective leader in another. 

This theory ignores the false dichotomy that someone is either a “good” or “bad” leader. Instead, it focuses on matching the right leadership traits to the situation.

This theory of leadership accommodates the reality that success in an undertaking is often a combination of the attributes of the leader and the attributes of the challenge. “Good leadership” is contingent upon how one responds to the situation.

What does the contingency theory of leadership focus on?

Firstly, the contingency theory of leadership focuses on leadership styles. To apply this theory or any of its models, leaders must be aware of their own leadership style as well as their strengths and weaknesses. This requires honesty, self-reflection, and vulnerability for a person to identify how they’re showing up as a leader. 

Acknowledging these things can be uncomfortable but can make someone a better leader in the long run. 

We’ll get into leadership styles — and how they align to each of the four models — later in this article. But some of the leadership styles include: 

• Delegating style. Leaders who easily delegate goals, projects, and tasks to team members
• Participating style. Leaders who share ideas to motivate their team members, gain buy-in, and help them build confidence and autonomy
• Selling style. Leaders who “sell” their instructions and tasks to team members who may need extra motivation
• Telling style. Leaders who delegate and supervise their team members who may lack experience or confidence in their roles
• Supportive style. Leaders who consider their team members’ personal preferences and treat well-being as important as productivity
• Participative style. Leaders who work alongside their team and ask for input or feedback before making decisions 
• Directive-clarifying style. Leaders who give explicit tasks and instructions
• Achievement-oriented style. Leaders who set high expectations and goals for their team and encourage autonomy and independence
• Autocratic style. Leaders who make decisions independently 
• Consultative style. Leaders who consult their team members but ultimately make decisions independently 
• Collaborative style. Leaders who make decisions democratically This theory focuses on the circumstances surrounding a situation or a challenge. Different models use different factors to predict what kind of leadership style would be most effective. 

Why is contingency theory important in leadership?

Contingency theory isn’t one that we at Better Up necessarily believe in. We know that people are capable of learning, growing, and developing leadership skills.

So, it’s important to understand that this theory is one that some leaders may believe in. But in reality, it’s even more important to understand that people can grow and change. 

Essentially, it’s critical that your leaders understand they can build skills to succeed in situations where they might feel especially challenged. We all have a sense of our strengths and weaknesses.

Behavioral Theory

To grasp the essence of the Behavioral Theory of Leadership, we must first shift our focus from traditional leadership theories, which often highlight inherent traits such as charisma or intelligence. Instead, Behavioral Theory directs our attention to leaders’ observable actions, behaviors, and responses in various situations.

This theory proposes that leadership is not a fixed trait but a set of learned behaviors. It suggests that anyone can become an effective leader with the right guidance and willingness to adapt. Behavioral Theory views leadership as a skill that can be developed and refined over time.

Unlike other theories that rely heavily on abstract concepts, the Behavioral Theory of Leadership is concrete and practical. It encourages leaders to analyze their actions and adjust their behavior to suit different circumstances and the needs of their team.

One of the key ideas behind this theory is that leadership effectiveness is not determined solely by who you are but by what you do. It’s about the actions you take, the decisions you make, and the way you interact with your team. In this sense, a theory democratizes leadership, suggesting that anyone can improve their leadership abilities through deliberate practice and self-awareness.

As we explore further, we’ll delve into the origins of this theory and discover the studies that laid its foundation, shedding light on how it has shaped our understanding of leadership in various contexts.

5 Traits of Behavioral Leadership

Behavioral leadership is characterized by a set of distinct traits and qualities exhibited by leaders who adopt this approach. These traits emphasize the importance of behavior, adaptability, and interpersonal relationship skills. Let’s explore these key traits associated with behavioral leadership:

1. Adaptive Leadership

Behavioral leaders are highly adaptable individuals. They can flexibly adjust their leadership style based on the situation’s specific needs and their team. Whether switching between a participative approach for team collaboration or a more directive style during a crisis, adaptability is a hallmark of behavioral leadership.

2. Effective Communication

Effective communication is at the core of behavioral leadership. These leaders excel in both verbal and non-verbal communication. They convey their ideas, expectations, and feedback clearly and concisely. Moreover, they actively listen to their team members, fostering open and transparent dialogue.

3. Empathetic Connection

Behavioral leaders are empathetic and attuned to the emotions and needs of their team members. They understand that showing empathy builds trust and rapport, enabling them to connect with their team more deeply. This empathy often leads to increased team satisfaction and motivation.

4. Decision Precision

Decision-making is crucial to leadership, and behavioral leaders excel in this domain. They make informed and rational decisions based on data, analysis, and consultation with their team when appropriate. Their ability to consider various perspectives and options contributes to effective decision-making.

5. Team Empowerment

Behavioral leaders empower their team members by providing autonomy and ownership over their work. They believe in the capabilities of their team and delegate responsibilities accordingly. This empowerment fosters a sense of ownership and accountability among team members.

Having examined the key traits of behavioral leadership, let’s now weigh the pros and cons of this leadership style.

People

Sheryl Sandberg

Sheryl Sandberg, the Chief Operating Officer of Facebook and author of “Lean In,” is known for her behavioral leadership style in the tech industry. She emphasizes effective communication, empowerment, and mentorship. Sandberg actively promotes gender equality and encourages women to take on leadership roles. Her leadership has contributed to developing a more inclusive and diverse workplace culture at Facebook.