1. The Latest
Leadership
Theories
PMI JORDAN CHAPTER SESSION
BY: OMAR ABU ATHRA
AUG 29,2015
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2. Agenda
 Myths About Leadership
 Topic Map
 Most Studied Leadership Theories
 Traditional Known Theories.
 Current Trend in Leadership
 New Known Theories
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3. Myths About Leadership
 Leadership is Management
 Leaders Are born (Great Man Theory)
 Leaders are Charismatic
 Leadership is Emotional Intelligence (EI)
 Leadership exists at Top only
 Leaders Control, Direct and Manipulate
 Leaders don’t learn
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4. Topic Map
Entrance & Boundaries History & Development Models & Styles
Theories
•Transformational
•Traits
•LMX
•3 Level
Tools/Techniques
•For Each Theory
Components
•Vision
•Leader
•Followers Characteristics Creating Leaders
Pros & Cons
Field
•Military
•Gov.
•IT
•Health
•Consultancy
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5. Top Leadership Theories
 Jessica Dinh, Robert Lord, and their colleagues recently published a
most interesting study in The Leadership Quarterly.
 Examined the top ten academic journals that published leadership
research for a ten year period.
 752 leadership research articles.
 41 established leadership theories and 26 emerging theories, 67
overall
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6. Top Leadership Theories – Results
 transformational (20%)
 traits (16%)
 leader-member exchange (15%)
 Authentic leadership (4%)
 Behavioral approaches (2%)
 Servant leadership (1%)
 Contingency leadership theory (1%)
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2 1 1
Transformational
Traits
LMX
Authentic
Behavioral
Servant
Contingency
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7. Transformational Theory
 Downton 1973, James Burns 1978, Bass 1985
 Four Major Leader Roles
 Creates an inspiring vision of the future.
 Motivates and inspires people to engage with that vision.
 Manages delivery of the vision.
 Coaches and builds a team, so that it is more effective at achieving the
vision
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8. Transformational Theory
 Kouzes and Posner, The Leadership Challenge, 2002
 over twenty years, asked seventy five thousand people
 a list of common characteristics of leaders
 Honest then Forward-looking then Competent then Inspiring
 Five successful leadership actions:
 Model the way
 Inspire a shared vision
 Challenge the process
 Enable others to act
 Encourage the heart
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9. Traits Theory
 Ordway Tead (Would surely be an ideal leader)
 Physical and Nervous Energy
 A Sense of Purpose & Direction
 Enthusiasm
 Friendliness
 Integrity
 Technical Mastery
 Decisiveness (Sharp)
 Intelligence
 Teaching Skill
 Faith
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10. Traits Theory
 Limitations:
 Some leaders don’t have them.
 Situations
 Group effect
 Priorities between traits
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11. Situational Leadership Theory
 Developed by Paul Hersey and Ken Blanchard
 Matured in 1980s (Blanchard)
 Don’t Lead the all the same.
 Theory Core:
 4 Development Levels (Competence / Commitment)
 4 Styles of Behavior (Telling, Selling, Participating, Delegating)
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12. Situational Leadership Theory
 Vecchio (1987): conducted a study of more than 300 high school
teachers and their principals
 Fernandez and Vecchio (1997): Replication on University Employees
 Only one styles succeeded (S1: Telling)
 The other Three Styles failed.
 Distraction from Mission / Vision.
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13. The Behavioral Theory
 Skinner: Father of Behavioral theory (Reward/Punishment)
 Successful leadership is based in definable, learnable behavior
 do not seek inborn traits or capabilities. Rather, they look at what
leaders actually do
 success can be defined in terms of describable actions
 assumes that leadership capability can be learned, rather than
being inherent (Difference from Traits)
 Care about people vs. care about work
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14. The Behavioral Theory - DISC 14

15. Servant Leadership
 Greenleaf first coined the phrase "servant leadership" in 1970
 Team members needs before yours
 struggle to earn respect
 focusing on other people's needs – not their feelings
 As A leader:
 acknowledge other people's perspectives
 give them the support they need
 meet their work and personal goals
 involve them in decisions where appropriate
 build a sense of community within your team
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16. Servant Leadership
 10 most important characteristics of servant leaders:
 Listening.
 Empathy.
 Healing.
 Awareness.
 Persuasion.
 Conceptualization (dream great dreams)
 Foresight (See the future).
 Stewardship.
 Commitment to the growth of people.
 Building community.
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17. Shared Leadership
 Synonyms: Distributed, Horizontal, Collective, Team
 "serial emergence" of multiple leaders over the life of a team
 Lead each other
 Shared leadership occurs when two or more members engage in
the leadership of the team in an effort to influence and direct fellow
members to maximize team effectiveness (Bergman, 2012)
 Big challenges in organizations can’t be solved by a leader who
claims to know everything.
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18. Shared Leadership
 Three dimensions (Carson et al. (2007):
 Shared purpose
 Social support
 Voice
 Supporting Studies (Wang, 2014 and Muethel, 2012).
 Challenges:
 Lack of formality
 High Quality Team
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19. LMX - Leadership Theory
 Leader-Member Exchange Theory.
 Evolved from an earlier theory called the vertical dyad
linkage (VDL) model
 conceptualizes leadership as a process
 Centered on the interactions between a leader and
subordinates
 The Leader provides certain benefits such as task
guidance, advice, support, and/or significant rewards
 The followers reciprocate by giving the leader respect,
cooperation, commitment to the task and good
performance
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20. LMX - Leadership Theory
 Two Type of Exchange
 In-group members
 high-quality exchanges with the leader
 more information, influence, confidence & concern
 more dependable, highly involved & communicative
 Out-group members
 low-quality exchanges with the leader
 less compatible with Leader
 usually just come to work, do their job & go home
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21. 3-Levels Leadership Theory
 Emerged 2011 by James Scouller.
 Focusses on developing leaders in all areas (Leadership Presence).
 The two outer levels – Must do behaviorally with individuals or groups:
 A shared, motivating group purpose or vision.
 Action, progress and results.
 Collective unity or team spirit.
 Individual selection and motivation.
 The inner level :
 Developing one’s technical knowhow and skill.
 Cultivating the right attitude toward other people.
 Working on psychological self-mastery.
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22. 3-Levels Leadership– Public
 34 distinct public leadership behaviors:
 Setting the vision, staying focused
 Organizing, planning, giving power to others
 Problem-solving, decision-making
 Executing
 Group building and maintenance
 Leaders need to balance their time between the 22
vision/planning/thinking/execution behaviors and the 12 group
building/maintenance behaviors
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23. 3-Levels Theory – Private
 14 private leadership behaviors:
 Individual purpose and task (e.g. appraising, selecting, disciplining)
 Individual building and maintenance (e.g. recognizing rising talent)
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24. 3-Levels of Leadership
 Leadership Presence
 Limitations:
 Still Not Mature
 Not Widely accepted
 Tries to collect all previous theories
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25. The 5 Levels of Leadership Theory
 By Jim Collins, 2001 (Harvard Business Review article)
 Improved by: John C. Maxwell, 2011 (The 5 Levels of Leadership:
Proven Steps to Maximize Your Potential)
 leaders have humility, don't seek success for their own glory
 share credit for success, the first to accept blame for mistakes.
 often shy, but fearless when it comes to making decisions, especially
ones that most other people consider risky
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26. The 5 Levels of Leadership 26

27. Other Recent Theories
 The 108 Skills of Natural Born Leaders: Warren Blank
 Authentic Leadership
 Lewin's leadership styles (Shared)
 Likert's leadership styles (Shared)
 Vroom and Yetton's Normative Model (Situational)
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