Leadership Theories in Business & Daily Practice

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Leadership Theories in Business & Daily Practice

Theory Name	Summary Definition	Practice Example	Application of Gardners Tasks
Trait Theories	The personality traits theory reflects the characteristics of peoples patterns such as feelings, behaviors, and thoughts. It also articulates that certain natural qualities tend to nurture good leaders (Scheffer & Heckhausen, 2018).	If individuals are talkative in their homes, they are probably to be conversational at their workplaces.	Linlanguageeals with the written and spoken languages sensitivity and uses dialect to achieve specific goals.
Style Theories	They deal with what leaders do by engaging themselves in two types of behaviors, which are the relationship and task behaviors (Lodge, 2016). These two conducts determine the effectiveness of the leadership.	They can be applied when managers delegate duties depending on the task and relationship behaviors.	Interpersonal intelligence makes leaders detect a situation where they can fill a gap needed in completing the task.
Situational-Contagency Theories	The situational theory argues that the best leader can adapt to their style based on the circumstances. The front-runner responds to concerns by coaching, persuading, participating, commanding, or whatever way that is necessary. Contingency theory deals with how specific conditions affect leaders effectiveness and ability to adapt, which is their effective tool in the workplace (Zigarmi & Roberts, 2017). Leadership styles are contingent depending on whether or not they fit in particular situations.	When an infant is learning to walk, parents guide them and help at every step. But when a child grows, parents just monitor, and with progress, the child learns to walk on their own, and they no longer need to be directed or supervised again.	Interpersonal intelligence, where one is good at interacting and understanding other people. These individuals are skilled at assessing the motivations, emotions, intentions, and desires of those around them.
Transformational Theories	It deals with effective leadership that results from the positive relationship between the team members and the administrators. The motivation and inspiration that transformational leaders give are the results of their passion and enthusiasm (Yaslioglu & SelenayErden, 2018).	A manager takes newer employees under his/her wing to help them fit in the organization, encourages them to be open about problems and questions, and creates a positive working relationship.	Interpersonal intelligence, where these individuals have sensitivity to the moods, feelings, and motivations that occur in people around them. They use the intelligence modality to cooperate with teams and groups.
Hierarchy of Needs	It deals with the psychological health that aims at fulfilling the innate needs of human being in priority up to self-actualization. Maslows concept suggests five needs: physiological, safety, belonging, self-esteem, and self-actualization (Hopper, 2019).	All employees need to feel safe at their places of work. Leaders ensure that there is adequate security in organizations.	Intrapersonal intelligence, helps managers to understand the inner feelings and needs of workers.
Two-Factor Theory	It is also known as Herzbergs motivation theory, which recognizes that motivation comes from within the individual and provides practical solutions for organizations. Hygiene issues lack the value of inspiration when present but also, but they have de-motivation value when not present (Alshmemri, 2017).	Its application is well-defined in organizational settings as it is the responsibility of every leader to ensure that employees hygiene factors are attended to. There is an implementation of proper motivators that increase job satisfaction.	Interpersonal intelligence helps workers to work effectively in achieving the tasks.
Expectancy Theory	It proposes that consequences or results are anticipated to motivate behavior. Individuals make their decisions and choices based on the estimates expected of the results of a particular action, whether they will lead to desired results or not (Lloyd, 2018).	Individuals with a high locus of control feel that they can change the world and define themselves. People who feel as if they are the victims of systems, competition, and circumstances experience a low locus of control. Such persons are unlikely to be motivated, according to this theory.	Intrapersonal Intelligence helps people to understand themselves, their life goals, and how to accomplish them.
Organizational Behavior Modification	It focuses on changing behavior through punishments or rewards that are usually related to performance. A behavior that has a positive return is mainly to be repeated while the one with a negative effect, punishment is avoided (Gagné, 2018).	An example is a supervisor giving the employee praise in front of other workers.	Managers with interpersonal Intelligence know the desires, intentions, and motivations that employees need.

References

Alshmemri, M., Shahwan-Akl, L., & Maude, P. (2017). Herzbergs two-factor theory. Life Science Journal, 14(5), 12-16. Web.

Gagné, M. (2018). From strategy to action: Transforming organizational goals into organizational behavior. International Journal of Management Reviews, 20, 83-104. Web.

Hopper, E. (2019). Maslows hierarchy of needs is explained. Viitattu, 12.

Lloyd, R., & Mertens, D. (2018). Expecting more out of expectancy theory: History urges inclusion of the social context. International Management Review, 14(1), 28-43.

Lodge, J. M., Hansen, L., & Cottrell, D. (2016). Modality preference and learning style theories: Rethinking the role of sensory modality in learning. Learning: Research and Practice, 2(1), 4-17. Web.

Scheffer, D., & Heckhausen, H. (2018). Trait theories of motivation. In Motivation and Action (pp. 67-112). Springer, Cham.

Yaslioglu, M. M., & SelenayErden, N. (2018). Transformational leaders in action: Theory has been there, but what about practice? IUP Journal of Business Strategy, 15(1).

Zigarmi, D., & Roberts, T. P. (2017). A test of three basic assumptions of the Situational Leadership® II Model and their implications for HRD practitioners. European Journal of Training and Development.

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