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Leadership Theory Matrix Key

Complete the Leadership Theory Matrix by providing a detailed description and an example or examples. See the Example provided in the first row.

Note. Answers shown in red are provided for example purposes only.

|Theory Focus |Theory Description |Example(s) |

|Heroic or charismatic leaders. “Great man” |The capacity for leadership is inherent. These |Based on the study of people who were great|

|theories. |theories held the underlying concept that great |leaders in history “focused on identifying |

| |leaders are born, not made (Northouse, 2014) |innate qualities and characteristics |

| | |possessed by great social, political, and |

| | |military leaders (Northouse, p 19) and |

| | |making assumptions about all based on a |

| | |few. |

|Personality characteristics otherwise known as|Assumes that people inherit certain qualities |Stogdill (1974) identified specific traits |

|“trait theories” |and traits that make them better suited to |and skills deemed to be critical to |

| |leadership. Trait theories often identify |leaders. |

| |particular personality or behavioral | |

| |characteristics shared by leaders | |

|Focus on skills and abilities that can be |Focus on the actions not qualities of leaders or|Katz (as quoted in Northhouse, 2013) |

|learned and developed “skills” approach |internal states. Individuals learn to become |suggested that effective administration |

| |leaders through teaching and observation is |(i.e., leadership) depends on three basic |

| |paramount to these theories. |personal |

| | |skills: technical, human, and conceptual. |

|Emphasis is on the behavior of the leader, |Emphasizes the behavior of the leader, Focuses |Ohio State Studies |

|known as “style” approach |exclusively on what leaders do and how they act |University of Michigan Studies |

| |(Nothhouse, 2013) |Blake & Mouton’s Leadership Grid |

|Leader–match theories look at how well the |Tannenbaum and Schmidt (1958) identified three |Fiedler's Least Preferred Co-worker (LPC) |

|leader’s style fits the context known as |forces that led to the leader's action: the |Theory is an example of a contingency |

|“Contingency” theory |situation, the follower and the leader. Leaders |theory Situational” leadership theories is |

| |choose the best course of action based upon |also a contincency theory. |

| |known or unknown situational variables | |

| |contincency theories focus on particular | |

| |variables related to the environment that might | |

| |determine which particular style of leadership | |

| |is best suited for the situation. | |

References

Northouse, P.G (2013). Leadership Theory & Practice (6th Ed.). Thousand Oaks, CA: Sage.

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