CONTEMPORARY LEADERSHIP

Bertrand F. 1
A Contemporary View of Leadership
Leadership and the numerous concepts on leadership styles have been subjects of bothstudy
and debate for years. Leadership practitioners around the globe believe there is nothingmore
important to organizational success than leadership (Daft, 2008). Similar to the notion ofbeauty,
leadership is a concept that is difficult to describe accurately; yet we are all capable ofassigning
the concept of beauty to objects and situations based on our interpretations (Danby,2008).
Leadership is a complex phenomenon that involves leaders, followers, and situationswithin the
organization (Hughes, Ginnet, & Curphy, 2009).Some research on the subject of leadership has
focused on the personality, physical traits,or selected behaviors of the leader. Other scholars
have focused on the relationship betweenleaders and followers; while other researchers have
studied the aspects of how differentsituations affect the way leaders act and followers react
(Hughes, Ginnet, & Curphy, 2009).Although the focus of research on leadership varies among
scholars; understanding how someindividuals stand separate from the rest and have the ability
of knowing what to do, when to doit, and how to do it, remains a vibrant scholarly quest to this
day (Useem, 2010).Research on leadership has also focused on finding out if the individuals
who havemanaged to become leaders are indeed smarter, more creative, more ambitious, or
more outgoingthan their less successful counterparts.
Nonetheless, the theoretical foundations of leadership have substantially changed since the
Great Man Theory, the earliest theory of leadership, emerged in the 1900s. The Great Man
Theory maintained that leaders and followers were fundamentally different, and this original
concept led to hundreds of research studies and the subsequent leadership theories that exist
nowadays (Hughes, Ginnet, & Curphy, 2009). There is little research however on understanding
the behavior of the subordinates, based on the perception that followers operate within the
leader’s context (Kellerman, 2007). As a result, leadership practitioners have given much focus
to understand what makes leaders successful; including the charismatic ones, the retiring ones,
and even the crooked ones. Successful leaders usually share a number of common skills. But,
many individuals have encountered leaders throughout many spheres of their lives without
finding any of them sharing all the same attributes (Bell & Smith, 2010). Several approaches to
understanding leadership use descriptions of different leadership traits and behaviours trying to
prove that leaders can perhaps be able to adopt the most appropriate behaviour if they are
properly trained (Daft, 2008).Every leader approaches challenges differently, and his or her
personality traits and life experiences greatly influence his or her leadership style (Bell & Smith,
2010). Walter Isaacson, the author of Steve Jobs’ best-selling biography, identified some of the
unorthodox leadership practices that Steve Jobs utilized when conducting business (Isaacson,
2012). His accounts of Steve Jobs’ rebellious and countercultural approach to leadership
illustrates how there is not a particular mixture of leadership skills that can guarantee the
success of an individual in an organization. As the demands of the world economy change,
organizations have to remain highly adaptive to changes in their external environment to ensure
long-term competitiveness .Additionally, as management and organizational behavior practices
evolve, the way in which leaders decide to influence the future of their companies and their
employees also changes. Recent literature suggests that contemporary leaders are switching to
a new approach of leadership, in which they find fulfilment by allowing those on the team
accomplish their needs. Consequently, researchers are considering the strategic value of
leadership ethics for greater economic efficiency (Becker, 2007). The remaining sections of this
essay will examine some of the contemporary theories of leadership, the leadership qualities
and traits necessary to be successful in today’s competitive environment, the impact of
leadership to the organization, and the importance of moral leadership in today’s world.

Leadership Theories
Leadership is a notion resulting from the interaction between a leader and followers, andnot a
position or title within the organization (Hughes, Ginnett, & Curphy, 2009). By looking
atleadership in this manner, leadership practitioners can see leadership as a process in which
allmembers of a group or organization perform different roles. Still, there are many other
theoriesof leadership that allow looking into this phenomenon from different perspectives,
providing alsoinsight into the different characteristics of leaders and how they
[Link] have also started to consider a theoretical link between practical
wisdom,derived from lived situations, and authenticity in leadership practice (Kupers & Statler,
2008).This explains why many leaders are capable of contextualizing their experiences to
manageorganizational events very effectively. The following ten modern leadership theories
illustratethe wide range of leadership theory and provides a framework to understand the new
approachesto leadership that are examined in the latter section of this article.
The Trait Theory
Under this theory, there are certain individuals that have the physical, emotional, andpersonality
traits that make them more likely, or predisposed, to be leaders (Rubenstein, 2005).This theory
holds the notion that some individuals are born with the necessary traits to becomeleaders. This
theory identifies physiological (appearance, height, and weight), personality, self-confidence,
intellective, task-related, and social characteristics with the effectiveness of anindividual as a
leader (Rubenstein, 2005). Additionally, given that under this theory traits are
relatively stable over time, the innate capabilities for leadership remain with the
individualthroughout his or her life.
The Style Approach
Under this theory of leadership, the behavior adopted in a specific circumstancedetermines the
leadership approach. The style approach focuses on the behavior of the leader;addressing what
they do and how they act in any given situation (Rubenstein, 2005). The typicalleadership
activity styles include Authority-Compliance, Team Management, ImpoverishManagement, and
Country Club Management (Rubenstein, 2005). This theory focuses on thebehavior that leaders
follow in different situations, with the notion that leaders can choose torespond with these
specific styles of management.
The Situational Approach
Under this theory, individuals in leadership positions are capable of reading intosituations to
decide if they need to use supportive or directive behaviors (Rubenstein, 2005).Some of the
behaviors that leaders can select are supporting, coaching, and directing. Thistheory supports
the idea that leaders adapt their leadership behaviors based on the situation andtheir leadership
role (Rubenstein, 2005). Effective leaders can act as a coach to anunderperforming team-
member, while they can also offer clear and decisive direction to a groupor business unit
struggling to define objectives.
The Contingency Theory
Under this theory, leaders select a particular leadership style based on three types ofleadership
situations: the relationship between members and the leader, the structure of the tasks,and the
leader’s position of power in relation to the group (Rubenstein, 2005). This theoryfocuses on the
impact that the successful use of a certain style of leadership has on each situation. Effective
leadership demands reflection on the dynamic relationships between theleader and the
followers when aiming towards a future outcome (Ahn, Ettner, & Loupin, 2011).
Path Goal Theory
Considered the motivational theory of leadership; this theory is based in the assumptionthat
leaders’ major goals are to provide satisfaction and stimulate performance among themembers
of a group (Rubenstein, 2005). Some of the behaviors leaders follow under this theoryinclude
setting goals and ensuring subordinate buy-in; allocation of resources and training;monitoring of
all activities while providing strategic outlook, and the establishment of new goalsand
continuous process improvement.
Leader-Member Exchange Theory
Under this theory, followers determine the status of a leader and his or her responsibilities.
Followers not only share power within the group, but their ability also influences the
effectiveness of the leader to exert authority and lead (Rubenstein, 2005). Leaders under this
theory have characteristics that allow them to effectively meet goals through teams as they pay
attention to group norms, juggle managerial duties, and manage market demands efficiently
(Rooke & Torbert, 2009).
Transformational Leadership
Under this theory, researchers perceive leadership as a process that transforms individualsand
groups. Under this theory, the role of leaders is to assess the needs of their followers and askfor
input from the group throughout all stages of the relationship (Rubenstein, 2005). Leadersare
agents of change and can promote transformation and improvement for the benefit of
theorganization and the followers as whole. This theory allows leadership practitioners to see
leadership as a process that initiates with the self and projects outwards to influence
otherindividuals and organizations towards improvement (Sen, 2010).
Team Leadership
Under this theory, leaders help the group or team determine which goals and tasks theywant to
achieve while also enabling processes that keep the group supplied with appropriateresources,
adequate development and training, and work supplies. Leaders also diagnose andremedy
group deficiencies, while coordinating the internal functioning of the group in relation toother
groups within the organization (Rubenstein, 2005).
Psychodynamic Approach
Under this theory, leaders understand the psychological makeup of their followers as wellas
their own. According to this theory, leaders should be able to understand the impact
ofpsychological factors such as family origin, level of maturity, and personal desires on
thefollowers’ attitude and responses to leadership actions. Leaders must also understand
thepsychological relationship and psychodynamic interplay that exists between them and
theirfollowers (Rubenstein, 2005). This theory deals with emotional intelligence and the attempt
tocreate feelings of safety on followers. When followers feel unsafe they create walls around
themand withhold their talents, instead of using them for the greater good of the team or
organization(Sen, 2010). By understanding the psychological relationship they have with their
followers,leaders can guide them in ways that are more effective.
Leaders of Leaders
This theory centers in making a distinction between regular leaders and those leaders wholead
other individuals with leadership characteristics. Leaders of leaders are visionaryindividuals who
create a vision that guides other leaders to act as leaders within their respective environments.
Leaders of leaders, help their followers to solve their own problems while makingdecisions that
are sound and in alignment with the overall vision of the organization (Rubenstein,2005). The
types of leaders under this theory act much more differently when creating andcommunicating a
vision to others. A great example of these types of leaders was ArthurHoughton Jr., CEO of
Corning Glass. Houghton was trying to announce the world that he didnot want his company to
be perceived as a specialized art glass company but instead as anindustrial producer of
common cookware and glass-based manufacturing materials. In order todo so, he grabbed a
lead pipe and smashed more than $100,000 worth of fine crystal in front ofcameras, reporters,
and company stockholders (Bell & Smith, 2010). He was a leader of leaders,and he
communicated his message loud and clear.