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Home / IAS Preparation / Unlocking Theories of Leadership

Unlocking Theories of Leadership: Exploring Approaches and Styles!

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Theories of Leadership help us understand how leaders behave and make decisions in public administration. Good leadership is important for good governance.

If you're aiming to crack the UPSC IAS exam or studying Public Administration as an optional subject, this article is your secret weapon. It provides essential information and practical tips in a user-friendly manner, catering specifically to your needs.

Various Theories Of Leadership

There are a number of important theories of leadership. Let us look at a few of them.

Great Man Theory

The Great Man Theory says great leaders are born that way. They have skills from birth that make them leaders. Great leaders can solve big problems using their good ideas and actions.

  • The theory gives examples like Mahatma Gandhi, Abraham Lincoln and Martin Luther King Jr. They changed society with their great leadership.
  • But some people say great leaders are shaped by the world around them too. Things like what is happening, who works for them and the organization also make a leader great. Leadership skills can be learned, not just something a person is born with.
  • The theory focuses too much on just the leader. It does not see how the situation and place affect leadership. In public work, too, leaders are shaped by the group, rules and needs as well as themselves.
  • The theory sees great leaders. But it misses that the situation matters for leadership. Other theories together give a fuller picture of leadership in public work.
  • Leaders matter. But what makes a great leader comes from both the person and the place they lead. Who the leader is and where they lead shape great leadership.
  • Theories of leadership help us understand how leaders act and make choices. The Great Man Theory explains one kind of leadership. It says great leaders are born that way. Great leaders solve big problems using good ideas and actions. But great leaders are also shaped by the world around them. 
  • The situation and place affect leadership too. In public work, leaders are shaped by the group, rules and needs as well as themselves. The theory focuses too much on just the leader. It misses that the situation matters for leadership. Other theories together give a fuller picture. What makes a great leader comes from the person and the place they lead.

Trait Theory

The trait theory says effective leaders share traits like intelligence, confidence and determination. These traits make some people natural-born leaders.

  • The theory believes traits allow leaders to influence and motivate followers well. Researchers found wisdom, assertiveness and flexibility as key traits in public leaders.
  • But the trait theory has problems. Studies show traits alone cannot make a good leader. Other things matter, too, like followers, resources and work culture.
  • In public work, too, leaders are shaped by the situation as much as by traits. Admin skills, expertise and building relationships also affect leadership success.
  • While some traits give an edge to becoming a leader, other factors decide leadership success in public organizations. Good public leaders combine relevant traits with skills, experience and flexibility to adapt to changes.
  • The trait theory provides a basic view but an unfinished view of leadership in public work. A fuller view that considers traits with style, situation and relationships is needed for better understanding and practice of leadership.
  • In summary, traits may help some people become leaders. But other factors matter for leadership success in public organizations. Good public leaders combine relevant traits with skills, experience and flexibility to adapt to changes. The trait theory alone gives an unfinished view of leadership. A fuller view considering more factors is needed.

Also Read About Classical Theory of Public Administration!

Behavioural Theory

Theories of leadership help us see how public leaders act and make choices. The Behavioural Theory looks at what leaders actually do.

  • The behavioural theory says effective leadership is about learned behaviours and skills, not traits you're born with. It focuses on actions leaders take and how they motivate followers.
  • Certain leader behaviours were found important, like the democratic style and asking for input from followers. Authoritative style, telling followers what to do.And coaching style, helping followers develop skills.
  • Public leaders can become effective by learning and showing the right behaviours. This includes setting good examples, consulting followers, rewarding good work and solving problems well.
  • Behavioural theory has some problems. It ignores the effect of situations on leadership. Behaviours that work in one situation may not work in another.
  • In public work too, what makes a good leader depends on the condition. A leader's behaviour must change as conditions change.
  • While certain behaviours help, what makes a good public leader depends more on adapting style to fit the situation.
  • The behavioural theory provides a basic view but an unfinished view of leadership in public work. A fuller view considering situations and relationships is needed for better understanding and practice of leadership.
  • In summary, certain leader behaviours help motivate followers. But what makes a good public leader depends more on adapting style to fit the situation and building relationships. The behavioural theory alone gives an unfinished view of leadership. A fuller view considering situational factors is needed.

Read here about Comparative Public Administration!

Contingency theory

Contingency theory is one of the Theories of Leadership where the most suitable leadership style for a particular situation depends on various internal and external factors, also known as contingencies. They include the characteristics of the followers, tasks performed by the group, and the organizational and environmental contexts in which the group operates.

  • According to this theory, there is no single "best" universal style of leadership that works for all situations. What works well in one situation may fail in another. Effective leaders are flexible, adapting their style based on contingencies. This theory matches the style of leadership to the situation.
  • In public administration, the contingency theory of leadership means that a leader's effectiveness depends on how well their style fits the context in which it is practised. A leadership style that works well in one public agency may not work well in others.
  • For example, an autocratic and directive leadership style where the leader makes most of the decisions independently may suit crisis conditions requiring quick decisions but may not work well in relaxed and stable conditions where employee autonomy and participation are important. Therefore, a good fit between leader behaviour and situational variables leads to higher effectiveness and performance.
  • Contingency theory suggests that effective public administrators must be flexible, adjusting their style of leadership based on the situation. According to this theory, there are no universal leadership styles. It all depends on fitting the leadership approach to specific contingencies.
  • Therefore, a public administrator should be able to adopt any leadership style as needed- autocratic, democratic, transformational, or laissez-faire. The administrator's orientation should be toward a particular result, not toward exhibiting a particular style of leadership. A contingency approach also places responsibility on followers to tell leaders what kind of leadership they need to be effective.
  • The main criticism of contingency theory is that it ignores the personal attributes of the leader that may influence effectiveness. It assumes that any competent leader can practice all styles equally well, which may not be true. Some leaders may lack the skills or traits for some styles. It is also hard to customize different leadership styles for every situation in practice.
  • Overall, contingency theory provides a useful framework for public administrators to think about leadership - that leadership effectiveness depends on the situation. While it may not provide any universal solutions, it encourages leaders to examine contextual factors and tailor their leadership to variables that maximize results. However, the personal attributes and skills of the leader also matter, and leaders should aim to develop a repertoire of different styles rather than relying strictly on contingency matching.

Also Read Public Policy!

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Conclusion

The Theories of Leadership, like contingency theory, remind public administrators that effective leadership requires flexibility and adaptability - understanding what leadership style works best for any given public agency or situation based on internal and external contingencies. While there are no universal solutions, contingency theory provides a useful mental model for administrators to think about how they can customize their leadership approach for maximum effectiveness.

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Theories Of Leadership FAQs

The major leadership theories are: great man theory, trait theory, behavioural theory, contingency theory and situational theory.

The great man theory suggests that successful leaders are born, not made. It focuses on the innate qualities and personality traits of great historical leaders.

The trait theory focuses on the personal characteristics and traits that distinguish leaders from non-leaders. It suggests that people are born with certain qualities that make them great leaders.

Behavioural theory focuses on the observable behaviours of leaders rather than innate traits. It suggests that great leadership is a result of learning and practice, not innate traits.

The contingency theory of leadership suggests that a leader's effectiveness depends on how well the leader's style fits the situation. There is no one perfect leadership style.
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