Speaking of Leadership

Leadership definitions can be diverse and either too simple (and incomplete) or too complex (and lack clarity). Like the communication discipline that is interdisciplinary and multidisciplinary, the field of leadership studies is also interdisciplinary and multidisciplinary with an emphasis on organizational leadership, leading within organizations, and human nature. This opening statement seems to beg the question, more specifically, explain and define something using the same terms and therefore, not providing any real explanation (“begging the question” is the most misused logical fallacy in public discourse. Most people using the term use it incorrectly. What it really refers to is circular reasoning, for example I said, “…with an emphasis on organizational leadership, leading within organizations…” I really did not provide clarity around what organizational leadership really is, I just reused the same words. This is a good example of begging the question!). For this reason, this chapter starts with providing clear and specific definitions. In this chapter we cover, definition of key terms, descriptions of leadership approaches and styles, a sampling of leadership theories, and dispelling of some myths associated with leadership and leadership studies as a field of study.

Learning Outcomes : After reading this chapter, you will

1. be familiar with various definitions of leadership and other key terms

2. identify characteristics of different leadership approaches and styles

3. describe coordinates of at least two different theories of leadership

4. assess myths around leadership as a field and in practice

Thought-Provoking Questions

1. Are effective leaders born or can leadership be learned?

2. What is the difference between leading people and managing people?

3. Does an effective leader need to hold a “position” or title of leadership?

4. Have you ever wondered, no matter what style of or approach to leadership one uses, what is it about a leader that makes them stand out from other leaders?

Chapter Outline

This chapter covers this content:

Definitions of key terms used in this text around leadership

Descriptions of leadership approaches and styles

A sampling of leadership theories

A look at myths around leadership in practice and leadership as a field of study

Definitions

Interdisciplinary – this refers to more than one branch of knowledge or discipline. According to the Merriam-Webster dictionary, when some is interdisciplinary, it involves two or more academic, scientific, artistic, or philosophical fields of knowledge coming together to share information and synthesize the information which enables them to do something else using the synthesis of information.

Multidisciplinary – this refers to more than one discipline working on a task or a problem but they stay within their own boundaries. They might share information with other disciplines the the collaboration ends there.

Leadership – the ability to influence a group of people toward a positive end; the ability to have a vision for an organization and lead the organization to flourish and thrive. There are literally hundreds or thousands of definitions, dating back to before Plato’s time. We will leave this definition open and hermeneutically inclined so that we do not limit the evolution of our understanding of it.

Approach – for the purpose of this chapter, approach refers to the way in which someone does something. This “way” involves the attitude, perspective and point of view that someone has about doing something.

Style – for the purpose of this chapter, style refers to the particularities and specific ways of the doing of things that occur. Often we use or exchange “approach” and “style” as meaning the same thing. While they are slightly different, they both refer to the way in which someone does something. Approach includes more of an understanding of the “why” or point of view about something and style denotes more about the preference and specific ways of the doing.

Theory – this refers to a system of ideas that attempt to provide an explanation of some kind of phenomenon. Theories are generated from gathering data and using rational thinking to build an understanding of the “why” of phenomenon. Theories allow us to make predictions and teach us how and why things are as they are, or as they seem to be. This is a simplistic definition of theory. There are, of course, other and various definitions of it. You will gain more insight around what a theory is in your Communication Theory course.

Organization – this refers to a group of people coming together to work toward some kind of purpose. This is a general, very simple  definition. Organizations are systems of people that can be simple or complex. With the advancing future of A.I., tying organizations to human systems will soon be outdated.

Leadership Approaches and Styles

(This list is in no particular order)

It should be noted that many resources in leadership studies will provide a list of types of leadership styles and approaches. These lists will vary while maintaining some of the same leadership labels. This list includes only some of the labels/styles. Perhaps these are the most common styles identified in the literature.

Transformational – Transformational Leadership involves leaders and followers engaging in a mutual process of “raising one another to higher levels of morality and motivation” (Chin & Trimble, 2015, p. 119). They model high values and have a shared vision with the organizational members. These kinds of leaders also have a vision that is shared across the organization where they allow others to act and thrive. Some scholars suggest they “encourage the heart” (Chin and Trimble, 2015, p. 120). Transformational Leaders emphasize vision, change, and innovation. Here is a webpage on Transformational Leadership from Western Governor’s University.

Transactional – Transactional Leadership emphasize operations, organization, and the decision-making process. Often guided by a  system of rewards and benefits for employees. Here is more on Transactional Leadership from St. Thomas University.

Servant – Servant Leadership begins with a strong desire to serve others so that they (others) can evolve into their own sense of leadership by enhancing their skills and abilities. This approach emphasizes collaboration, trust, empathy, and leading
by example. The servant leader focuses on serving others, kindness, and compassion which will build trust, unity, and community. These attributes usually build strong bonds within the organization (Beaufeaux, Joslin, Kostek, Mortenson, Ringhand, & Sufta, 2017). Here is more on Servant Leadership from the Robert K. Greenleaf Center for Servant Leadership.

Autocratic – Autocratic Leadership is described as authoritarian leaders who have power and authority over others. Typically there is less or no shared decision-making. Interestingly, studies show that while this is a common style of leadership,  it does not produce high  quality of work motivation and is not preferred by most employees (Chin & Trimble, 2015). Additionally, autocratic leaders more often demand respect and compliance of followers. Here is an expanded discussion on Autocratic Leadership with examples from Western Governors University.

Collaborative – Collaborative Leadership emphasizes cooperation over competition. Some of the adjectives that accompany this style include harmony, cooperation, collectivism, and community. Interpersonal relations are key to this style of leadership and leaders will create experiences and infrastructure that build interpersonal relationships (Chin & Trimble, 2015). Here is more on Collaborative Leadership from Northeastern University.

Democratic – Democratic Leadership emphasizes gaining consensus and has a commitment to goals, strategy, and tactics, much like the democratic process we see in our political system (Chin & Trimble, 2015). The democratic leader also takes on what the people
they are leading want to do instead of having a direction or vision themselves (Beaufeaux, Joslin, Kostek, Mortenson, Ringhand, & Sufta 2017). Here is more on Democratic Leadership from St. Thomas University.

Laissez-Faire – Laissez-Faire Leadership is more laid back than most of the other leadership styles or approaches. This means they trust their followers and usually do not micro manage people or processes. By not giving instructions or orders, they allow their their people to use their own individual creativity and resources to meet a goal. The challenge might be that you would not want a leader and their followers to all be laissez-faire. Here is more on Laissez-Faire Leadership from Western Governor’s University.

Bureaucratic – Bureaucratic Leadership relies on establishing rules, practices, and procedures. These structures are strictly followed by the bureaucratic leader. Here is an article on Bureaucratic Leadership.

Charismatic – Charismatic Leadership involves charm and interpersonal connections/building, it relies on persuasion to motivate others. While the definition of culture varies across cultures and genders, it is said to be “the power to inspire devotion and commitment … [and] produce power through infectious qualities of … influence, involving a leader’s aura, dynamism, and persuasiveness” (Chin & Trimble, 2015, p. 72). Here is a webpage on Charismatic Leadership from western governor’s University.

Ethical – Ethical Leadership emphasizes finding an answer to the question, how do good people do bad things (Chin & Trimble, 2015, p. 128). Some literature defines ethical leadership through the lens of virtue, thus coining the term virtue (or Virtuous Leadership) (Chin & Trimble, 2015). To be virtuous, one must have the five Socratic virtues (five virtues advances by Socrates): wisdom, courage, temperance, justice, and reverence (Chin & Trimble, 2015, p. 129). More on Ethical Leadership from Western Governor’s University here.

Diversity – Diversity Leadership focuses on who leaders are and what they bring to the table (what are their experiences?). This also includes their identity and experiences from their identities. Having varied perspectives from experience as well as acknowledging differences in social groups. More on Diverse (not Diversity) Leadership from Indeed.com.

Affiliative – Affiliative Leadership focuses on putting people first before any other goal. Sometimes this is combined into a type of situational leadership ((Beaufeaux, Joslin, Kostek, Mortenson, Ringhand, & Sufta 2017). More on Affiliative Leadership from MasterClass.

Coaching – Coaching Leadership refers to a leader’s awareness of the strengths and weaknesses of individual team members. This way the leader can mentor, help, assist each individual to achieve their growth potential. More on Coaching Leadership from Performance Consultants here.

Global – Global Leadership, related to Diversity Leadership but not interchangeable with it, is having a worldwide, international, intercultural, cross-cultural perspective that guides one’s perspectives and decisions. More on Global Leadership from Arizona State University.

Situational – Situational Leader focuses on the adaptability of leaders in what they do across various contexts and situations. Some literature suggests there are four types of situational leadership, they a re: directing, coaching, supporting, and delegating (Beaufeaux, Joslin, Kostek, Mortenson, Ringhand, & Sufta 2017). As you see in the list above, some literature disconnects situational from these four types, such as with the coaching style. More on Situational Leadership from St. Thomas University here.

Leadership Theories

There are different kinds of leadership theories that have emerged from a variety of disciplines. The disciplines that have contributed to the literature on leadership theories include business, management, psychology, communication (includes both rhetoric and media disciplinary fields, and philosophy-this is not an exhaustive list of disciplines). The kinds of theories are:

Behavioral Theories – these theories focus on behaviors of people leading others rather than any natural attributes a person has that the literature identifies as a leadership disposition, skill, or characteristic. Examples of a Behavioral Theory in leadership include the Theory of Self-Efficacy and the Theory of Reasoned Action.

Contingency Theories – these theories focus on the idea that the success of any leader is dependent upon the particular situation or context. Examples of a Contingency Theory of Leadership include Fiedler’s Contingency Theory and the Situational Leadership Theory.

Management Theories – these theories focus on supervision, organization of tasks/transaction, and the overall group output. Examples of Management Theories of leadership include the Scientific Management Theory and the Principles of Administrative Management Theory.

Participative Theories – these theories focus on gaining full participation of individuals throughout the organization in sharing information and making decisions. Examples of Participative Theories include Participatory Management Theory (can also overlap as a Management Theory) and Democratic Leadership Theory.

Relationship Theories – these theories focus on the kind of interactions and relationships one has with others involving attention to inclusiveness, empowerment, purposefulness, ethics and having a process-oriented mindset. Examples of Relationship Theories include Human Relations Theory of Management (also overlaps as a Management Theory) and Process Leadership Theory.

Situational Theories – these theories focus on particular situation and its context and being able to adapt the leadership style you use to each situation as it exists. Examples of Situational Theories include Goleman’s Model of Situational Leadership (emphasizes emotional intelligence) and the  Normative Decision Theory.

Trait Theories – these theories focus on identifying innate characteristics that one is born with indicating they would make a good leader.  Examples of Trait Theories include Charismatic Leadership and Dialogic Administration Leadership.

Myths About Leadership

Here are some myths you might have heard about leadership:

1. Leaders are born, not made.

2. You have to be outgoing or an extrovert to be a good leader.

3. A shy person or an introvert will not make a good leader.

4. You need to be in a position of leadership to lead.

5. If you are promoted to “boss” then you can lead.

There are many other myths about leaders. I thought we might consider just a few before continuing with this course reader. Here are some truths about each of these myths.

1. Leadership is a skill, it can be learned. Some people might be born with an aptitude for certain leadership skills, but everyone has to work on something. No human being is perfect. Also, since there are different ways to lead, each individual will have a different skill set around leadership. Leaders are developed (Beaufeaux, Joslin, Kostek, Mortenson, Ringhand, & Sufta 2017).

2. Extroverts can sometimes get in their own way because of the nature of being outgoing (especially if they can’t read the room or have a lower level of social/emotional intelligence). They also might have to work harder at listening to others! You do not need to be outgoing to be a leader, in fact, some of the most introverted or shy individuals have made exceptional leaders. Bill Gates and Albert Einstein are excellent examples of introverts (https://www.insperity.com/blog/leadership-myths/).

3. Introverts make exceptional leaders. This is because they are often quiet and listen well. Listening is probably one of the most important qualities a successful leader will have (https://www.insperity.com/blog/leadership-myths/).

4. According to Entrepreneur.com, “While it is true that leaders often hold positions of authority and are responsible for making important decisions, leadership is not limited to those in formal leadership positions. Leadership can be demonstrated by anyone who takes the initiative, inspires others and creates positive change, regardless of their official role or title” (https://www.entrepreneur.com/leadership/6-myths-about-leadership-that-may-be-holding-you-back/447455).

5. This myth is tied to the one above it. However, because someone gets promoted, that does not mean they are leaders. It simply means they were promoted. According to FranklinCovey, “A job title does not a leader make”. Leadership skills can be developed by anyone in any position within an organization. Bosses who are not leaders, beware. (https://www.franklincovey.co.uk/blog/2022/04/29/10-leadership-myths-vs-realities/)

Conclusion

Now that we understand a little more about leadership in general, we will take a deeper dive into leadership ethics in the next chapter.