Leadership theories behavioral

DeYoung R. 2005. Contemporary leadership theories. In Borkowski N (ed), Organizational Behavior in Health Care. Sudbury, MA Jones and Bartlett. 

This chapter builds on the leadership theories related to organizational behavior discussed in Chapter 8. Specifically, this chapter will help you to gain a greater understanding of the definitions and concepts of leadership, qualities of an effective leader, leadership theories and styles, how to use your personal strengths to enhance your leadership abilities, developing leadership in others, evaluative tools to identify your personal leadership style, and leadership roles within the profession and community for students and pharmacists. 

The leadership theories discussed in Chapter 8 were trait, behavioral (i.e., autocratic, democratic, and laissez-fare), situational or contingency-based, transactional, and transformational. The majority of these theories are transactional in nature however, transformational leadership is used more often to implement innovation and change within the profession and achievement of organizational goals (Bass, 1985). Building on Chapter 8, other leadership theories or styles used extensively in the health care industry are servant-leadership and strengths-based leadership. 

Beach, L. R. (1993), Four Revolutions in Behavioral Decision Theory, in Leadership Theory and Research, M. M. Chemers and R. Ayman, Eds., Academic Press, San Diego. 

In this model, the leader must balance the aspirations and goals of the workers with the goals of the organizahon. This theory of leadership concentrates on the actions and behaviors of the leader in the process of developing individuals and the organization. 

Whereas many theories help an individual xmderstand how to lead, there remain styles of leadership that a person can adopt to influence the actions and behaviors of others. Many of the theories discussed earlier describe some form of leadership behavior. The work of Daniel Goleman in El provides a nice framework for describing various leadership styles. 

The literature reveals that effective leadership in an organization is critical. Early examinations of leaders reporfed differences befween leaders and followers. The early trait theories failed to predicf accurately the inherent qualities of a leader. Subsequent leadership studies differentiated effective leader behaviors from noneffective leader behaviors. As such, leadership was recognized as a complex interaction among the leader, the follower, and fhe surrormding sifuation. More recenf sfudies asserf fhaf a shared vision and collaboration with followers are importanf characteristics of effective leaders. 

In summary, the concept of fransformation leadership and the El theory allow one to see how the behavior of fhe leader affects the behavior of the follower. Valuing the human aspect of fhe follower, that is, identifying with and appreciating the emotional and professional needs of the follower, is a key aspecf of an effective leader. The transformational theory of leadership espouses a moral and efhical balance to leadership, whereas the El theory supports the recognition of the emotional connection between the follower... 

Conger, J. A., and Kanimgo, R. N. (1987), Toward a Behavioral Theory of Charismatic Leadership in Organizational Settings, Academy of Management Review, VoL 12, pp. 637-647. 

Leader behaviors are directive, supportive, participative, and achievement oriented. Directive leaders set clear standards of performance and make the process rules clear. Supportive leaders are approachable and show concern for the subordinates needs. Participative leaders invite subordinates to share in decision making. Achievement-oriented leaders challenge subordinates to perform work at the highest levels possible. As with situational leadership, the leader in path-goal theory will adapt his or her behavior to the needs of the subordinate (Northouse, 2006). 

For the benefits of an intervention process to generalize across situations and behaviors, participants need to do more than comply with the specifics of a mandate. They need to believe in the goals and the methods used to reach those goals. Theory and research indicate that a prime way to develop this personal commitment and ownership is to involve the participants in deciding goals and ways to attain them. Perceptions of choice and control conducive to personal conunitment, ownership, and involvement can be increased by applying the three support processes—leadership, commxmication, and recognition. 

---