MGT 420 Module 6 Discussion Question 2:

How do emerging leadership theories support innovation and entrepreneurial spirit within organizations?

ADDITIONAL INFORMATION 

Emerging leadership theories

Introduction

Leadership is the process of shaping followers into effective agents for change. This article will examine the different types of leadership theories and how they impact an organization’s success.

Contingency theories

Contingency theories are based on the assumption that different leadership styles will be effective in different situations. This theory focuses on the relationship between leader and follower, and examines how leaders can influence their followers’ behavior through their own actions.

The contingency model states that there are no fixed rules for leadership—leaders must adapt to suit each situation they find themselves in. In other words, if you’re leading an organization with employees who want more autonomy than others do (this is called “autonomy-supportive leadership”), you might need a different approach than if you’re leading one where employees don’t take direction well (this is called “subordination”).

Situational leadership

The theory of situational leadership is rooted in the idea that leaders should adapt their styles to the situations they face. In other words, if you’re in a meeting with your boss and he wants you to go home early because he has an important presentation prepared for tomorrow, then it makes sense for him to be more authoritarian than if he were dealing with an employee who just got back from vacation and needs some time off before resuming work.

Situational leadership theories claim that there are three main factors that determine how someone will act: behavioral characteristics (e.g., personality), follower characteristics (e.g., culture), and situation characteristics (e.g., task). Behavioral characteristics refer to internal traits like intentions; follower characteristics refer either directly or indirectly through followers’ actions; while situation characteristics include external conditions such as organizational climate or context

Path-goal theory

Path-goal theory is a leadership theory that, as its name suggests, advocates for leaders to provide followers with clear goals and paths to achieve them. This means giving employees clear instructions on how they can improve their performance. The theory is based on the idea that people work harder when they know what to do and how quickly they should complete it.

For example: if your employee reports for work at 9am every day but only gets into their groove around noon or 1pm (or even later), then he or she might not be able to complete all his tasks before quitting time arrives – which means he’ll have missed out on valuable hours of productivity during his shift! If you want him/her working harder than usual during this timeframe, then give him/her some extra guidance about what needs doing today so he can get started sooner rather than later.

Transactional leadership

Transactional leadership is a theory of leadership that focuses on the leader’s behaviors as being contingent upon the follower’s behavior. It suggests that leaders use rewards and punishments to motivate followers, which in turn creates a cycle of reciprocity between both parties: the leader gives rewards for good behavior, but if someone does something wrong or offends them (for example, by asking too many questions), they can be punished with consequences like losing privileges or being demoted in status.

Transactional leaders use this approach because it works well under certain circumstances; however, it can also cause problems when there are multiple levels of hierarchy within an organization. For example, if one person has been given more power than others within their department due to personal relationships with higher management figures like executives who may not understand how much power these people actually have over others’ lives outside work hours—and vice versa if those same executives feel threatened by those same employees’ power levels—it becomes difficult for everyone involved whether intentionally maliciously so or simply unaware about what each other’s intentions might mean long term down road line (see “Perception Management”). This kind of situation leads us into territory where we need some formality like formalized policies/procedures so everyone knows exactly where lines should get drawn before things become too costly later on down road line especially when dealing w/disparate skillsets across departments/divisions etcetera”.

Transformational leadership

Transformational leadership is about setting the example for your followers to follow. It’s about being a role model and inspiring people, not just in one place or industry, but across many industries. This type of leadership can be seen in organizations like Google and Apple, where leaders have high expectations for their employees and push them to achieve great things—in other words: they empower their followers.

Transformational leaders are visionaries who create goals that others can achieve as well; they motivate others by inspiring them with their own success stories or achievements; they delegate responsibilities down through levels within an organization so everyone has input into decisions made; they give regular feedback on how each person is doing at work (and why); they set clear expectations around deadlines so everyone knows what needs to get done when it comes time for those deadlines….

Behavioral theories

Behavioral theories are based on the concept that people are more likely to follow a leader who is like them. Theories like this one have been around since the 1950s, when researchers first began looking at how leaders can be successful in organizations by using their own personal experiences and characteristics as examples of what good leadership looks like.

While behavioral theories have been used extensively in research and practice for decades, they’re still not widely accepted by all leaders because of their lack of realism about human nature (that humans are basically selfish). But despite this limitation—and even though behavioral theories have some flaws—they still provide valuable insight into effective leadership behaviors: They give us insight into how leaders can best use their time with employees so that everyone wins together.

Behavioral theory of leadership

Behavioral theory of leadership is the idea that a leader’s behavior is a function of their environment and their own personality. Leaders are not born with the ability to lead, but can develop it through experience. In other words, leadership skills can be learned and applied by anyone who wants to be a better leader.

The behavioral theory of leadership states:

• Leadership is not innate; it can be learned

• Leadership involves influencing others’ actions in such a way that they benefit from these changes

Leadership theories are often defined as an interplay as well as a dynamic between the leader and the followers.

Leadership theories are often defined as an interplay as well as a dynamic between the leader and the followers. The leadership theory is based on its purpose, which is to help leaders understand how they can lead or influence their team members to achieve organizational goals.

Theory of Leadership: It focuses on five main areas: mission/vision, values, structure/structurelessness, communication channels and power structures (or lack thereof).

• Mission statement: This document reflects what your organization stands for and why it exists in the first place. It also outlines how you want people to interact with each other at work—for example whether they should be treated like equals or as family members when they get home after working all day together at their desks every day!

Conclusion

As we’ve explored in this article, there are many leadership theories and models. The next time you think about how to lead your team or organization, it might be helpful to look at a different theory than the one you’re currently using!

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