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Leadership Theory Evolution

The document summarizes the history of modern leadership theory into three eras: 1) The Trait Era from the late 1800s to mid-1940s believed that leaders are born, not made. 2) The Behavior Era from the mid-1940s to early 1970s focused on observable leader behaviors instead of traits due to limitations of the trait approach. 3) The Contingency Era from the early 1960s to present recognizes that effective leadership depends on situational factors and that there is no single best leadership style.

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110 views4 pages

Leadership Theory Evolution

The document summarizes the history of modern leadership theory into three eras: 1) The Trait Era from the late 1800s to mid-1940s believed that leaders are born, not made. 2) The Behavior Era from the mid-1940s to early 1970s focused on observable leader behaviors instead of traits due to limitations of the trait approach. 3) The Contingency Era from the early 1960s to present recognizes that effective leadership depends on situational factors and that there is no single best leadership style.

Uploaded by

Dino
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd

A History of

Modern Leadership Theory: Three Eras


During the Industrial Revolution, the study of leadership, much like research in other aspects of
organizations, became more rigorous.

The Trait Era: Late 1800s to Mid-1940s


The belief that leaders are born rather than made dominated much of the late nineteenth century
and the early part of the twentieth century.

The Behavior Era: Mid-1940s to Early 1970s


Because the trait approach did not yield the expected results, and because the need to identify
and train leaders became an urgent necessity during World War II, researchers turned to
behaviors, rather than traits, as the source of leader effectiveness. The move to observable
behaviors was triggered in part by the dominance of behaviorist theories during this period,
particularly in the United States and Great Britain. Instead of identifying who would be an
effective leader, the behavior approach emphasizes what an effective leader does. Focusing on
behaviors provides several advantages over a trait approach:
• Behaviors can be observed readily.
• Behaviors can be consistently measured.
• Behaviors can be taught through a variety of methods.

The Contingency Era: Early 1960s to Present


Even before the behavior approach’s lack of success in fully explaining and predicting leadership
effectiveness became evident, a number of researchers were calling for a more comprehensive
approach to understanding leadership (Stogdill, 1948). Specifically, researchers recommended
that situational factors, such as the task and type of work group, be taken into consideration.
However, it was not until the 1960s that this recommendation was applied.
The primary assumption of the contingency view is that the personality, style, or behavior of
effective
leaders depends on the requirements of the situation in which the leaders find themselves.
Additionally, this approach suggests the following:
• There is no one best way to lead.
• The situation and the various relevant contextual factors determine which style or behavior
is most effective.
• People can learn to become good leaders.
• Leadership makes a difference in the effectiveness of groups and organizations.
• Personal and situational characteristics affect leadership effectiveness.
The Dark Triad: Machiavellian, Narcissistic, and Psychopathic Personality
Researchers Paulhus and Williams suggest the term “Dark Triad” (DT) to refer to
the combination of three
socially malevolent characteristics and behaviors that include Machiavellianism,
subclinical narcissism,
and subclinical psychopathy. The three elements of the Dark Triad have each been
researched
separately and specific characteristics have been identified.

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