Leadership in

Organisations
Lecture Five: A Key Debate and Leadership Models and
Styles
Quick recap

L1 - Intro

L2 – Definitions
& etymology

L4 – Leadership
matrix
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L3 - History Any Questions?
Scope
• A Key Debate
• Leadership Models, Philosophies and Styles
• Assessment component 1
A Key Debate
• In their text book Studying Leadership, Schedlitzki and Edwards (2018) introduce a
key debate in the field of leadership studies, namely the psychological and
sociological perspective to leadership.
 A Key Debate
• In the psychological perspective —
which is the dominant (or mainstream)
leadership paradigm — the focus is
“primarily on individuals and on their
internal dynamics” (Collinson 2011,
p183). For example, in this perspective,
the focus is on what makes an effective
leader.
• Of note, and in this approach, followers
are passive recipients or mere
‘moderators’ in the predictive, effective
leadership equation.
• The success and nature of leadership
have been treated as a ‘top down’ Menti.com
influence process where leaders change Which leaders demonstrate a
followers’ vision and values to attain a
psychological perspective to
pre-defined goal.
leadership?
A Key Debate
• As stated previously, this approach dominates the US literature and research.
• In this paradigm, there is also an unrealistic and ‘romanticised’ view of leaders and
perhaps a neglect of followers (Schedlitzki and Edwards, 2018).
Leader behaviour
Task

INPUT OUTPUT
People

Independent Variable Dependent Variable

(Leader Development)
A Key Debate
• Conversely, in the sociological
perspective — notably in the writings
of (for example) Fairhurst (2007) and
Grint (1997) — and drawing on
predominantly on qualitative,
interpretive methods of enquiry, the
aim is to explore “the shifting
possible constructions of leadership
located within their complex
conditions, processes and
consequences” (Collinson, 2011,
p183).
A Key Debate
• As Schedlitzki and Edwards (2018,
p7) note: “This alternative
sociologically-driven approach to
leadership has been gaining voice and
momentum over the last two decades,
especially within a European
scholarly context, and is slowly but
steadily gaining in importance
alongside the mainstream one.”
A Key Debate
• It is, therefore, important that we contemplate these
differing perspectives as the research methodology and
theory is different with different foci and assumptions.
• As Schedlitzki and Edwards (2018, p6) note: “these two
approaches explore and address very different aspects of
leadership.”
• There are, of course, strengths and weaknesses of each
perspective.
• But in the sociological perspective, we recognise the
agency of followers and raise awareness of issues such as
power, diversity and identity.
• Schedlitzki and Edwards (2018) offer a most useful
summary at Table 3.0 on pp 72- 73.
• See Vignette 5 by Drew Pryde, Chairman of the Scottish
Institute for Business Leaders on pp 67- 69.
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Which leaders demonstrate a
sociological perspective to
leadership?
Leadership Models, Philosophies and Styles

A helpful way to understand

leadership was by exploring
leadership thinking using three
conceptual viewpoints:

 Leadership model.
 Leadership philosophy.
 Leadership style.
Leadership Models, Philosophies and styles
• I have often found, however, a helpful way in understanding leadership is by
drawing on the work of Scouller (2011), who offers three conceptual viewpoints:

1. Leadership model: a leadership model contains theories or ideas on how to lead

effectively and/or become a better leader

2. Leadership philosophy: a leadership philosophy contains values-based ideas of

how a leader should be and act and the sources of a leader's power (for
example, Servant leadership (Greenleaf, 2002)).

3. Leadership style: a leadership style is a classification or description of the main

ways in which real-life leaders behave (for example, Autocratic leadership).
 Leadership Models, Philosophies and styles
• A leadership model contains theories or ideas
on how to lead effectively and/or become a
better leader, especially from the
psychological perspective.
• A leadership model is a process or logic or
framework, which can be used or applied like
a tool in performing, understanding and
teaching leadership.
• Such models can also be shown in some sort
of diagram format.
• In this regard, then, a theory — or more
precisely a leadership theory — is an overall,
over-arching term referring to the thinking
and potentially scientific and academic
analysis and explanation of how and why
something works and, thereby, how to control
or manage the processes and causes and
effects involved.
Leadership Models, Philosophies and styles
• A leadership style is a classification or
description of the main ways in which real-
life leaders behave (‘behave’ being the key
word).
• Many leadership styles are contained within
leadership models as components of the
model.
• As a distinct way of behaving, a leadership
style may also be strongly influenced and
perhaps determined by the personality of the
leader and/or the personality or capability of
the followers or group being led and/or of the
Menti.com situation in which the leader is leading his or
What is the best leadership her people.
style & why?
Leadership Models, Philosophies and styles
• If you want to become a leader or improve yourself as a
leader, using these three categories should help you
understand better the different ideas and teachings about
leadership. For example, leadership ideas can be:
 Philosophies — Why do you lead the way you do?
 Styles — How do you lead? (Typical leadership
behaviours.) Styles are helpful in understanding
leadership generally and to a lesser degree may be
facets within leadership models.
 Models — What does it look like?
(Learned/taught/applied in a very practical sense,)
Example

1. Philosophy? (why do you

lead the way you do?)
Example Style

2. Style? (How does the leader behave?)

 Inclusive
Example model

POSITIVE IMPACT

VIRTUOUS CYCLE VIRTUOUS CYCLE

CONTRIBUTIN
G
3. Model?
(What does it look like?)
BELONGING

VICIOUS CYCLE VICIOUS CYCLE

NEGATIVE IMPACT

CONTRIBUTING-BELONGING CYCLE

SOURCE: UGM CONSULTING

Leadership Models, Philosophies and styles
• Sound simple? Beware!
• In the academic literature,
models abound. For example,
Dinh et al (2014, p36) state:
“Scholarly research on the topic
of leadership has witnessed a
dramatic increase over the last
decade, resulting in the
development of diverse theories.”
Leadership Models, Philosophies and styles

• Dinh et al (2014)
conducted a review of
leadership theory across
the top leadership
journals since 2000.
Leadership Theories
• In their research, they (Dinh et al, 2014) conducted a review of leadership theory across the top
leadership journals since 2000. They suggest that established theories — and again from a
psychological perspective —include:

 Neo-charismatic theory: transformational leadership, charismatic leadership, transactional

leadership, self-sacrificing leadership, inspirational leadership.
 Leadership and information processing theory: leader and follower cognition, implicit
leadership, attribution theories of leadership, information processing and decision making.
 Social exchange/relational theory: LMX, relational leadership, vertical dyad linkage.
 Dispositional/trait theory: trait theories, leadership skills competence, leader motive profile
theory.
 Leadership and diversity: cross-cultural leadership, leadership and diversity.
 Follower-centric theory: followership theories, romance of leadership, aesthetic leadership.
 Behavioural theory: participative; shared leadership, delegation and empowerment,
leadership reward and punishment behaviour.
 Contingency theory: path-goal theory, situational leadership theory, contingency leadership
theory, leadership substitute theory, adaptive leadership theory, normative decision model,
cognitive resource theory, life cycle theory, multiple linkage model, and flexible leadership
theories.
 Power and influence theory: power and influence of leadership, political theory and
influence tactics of leadership.
Leadership Theories
• In terms of emerging theories, they offer:

 Strategic leadership: strategic/top executive, upper echelons theory, public

leadership.
 Team leadership: leadership in teams and decision groups.
 Contextual, complexity and system perspectives of leadership: contextual
theories of leadership, social network theories of leadership, complexity
leadership and integrative leadership.
 Leader emergence and development: leadership development, leadership
emergence.
 Ethical/moral theory: authentic leadership theory, ethical leadership theory,
spiritual leadership theory, servant leadership theory.
 Leading for creativity, innovation and change: leading for creativity and change,
leading organizational change, leading for organizational learning and
knowledge.
 Identity-based theory: social identity theory of leadership, identity and
identification process theories of leadership.
 Other ascent approaches: emotions and leadership, destructive/abusive/toxic
leadership, biological approaches to leadership, E-leadership, leader error and
Summary
• A Key Debate - Psychological V Sociological

• Leadership Models, Philosophies and Styles

 Philosophies — Why do you lead the way you do?
 Styles — How do you lead? (Typical leadership behaviours.)
 Models — What does it look like? (Often a diagram)
Assessment Component 1 (50%)
In his book Leadership in Organizations, Yukl (2013) conceptualises leadership by organisational
level. These levels can be viewed as a hierarchy as depicted below:

General Managerial Work Functions Level (Yukl, 2013)

Chair, Board Director, Chief Executive Officer Organization

Senior Manager Group

Supervisor/Team Leader/Line Manager Dyadic

With reference to each of these leadership levels, consider an organisation you have knowledge of and
analyse how the leadership has responded to today’s turbulent environments.
In your answers, please provide a brief overview of the organisation you have chosen to provide
context.

Submission by 17.00 on 3rd November in Turnitin

 Assessment C1
Presentation. Use of table of contents, introduction and conclusion is highly necessary to
ensure reader comprehension

Referencing. Students who don’t use any academic or practitioner referencing will
fail. This is an academic essay etc and I highlighted use of APA7th style.

Knowledge and understanding. It is expected students will define and explain key
terms. As a minimum the leadership matrix using Yukl (2013).

Problem solving. Students are expected to research a company (any company) they
know and comment how the company has responded to ‘today’s turbulent
environments’.
Confirm the turbulence (e.g. Brexit/Covid/Inflation/economic uncertainty etc).
Confirm the impact on the organisation.
Analyse the response.

In summary, has the student shown they understand the leadership matrix and can use it to
A model answer might look like this:
Introduction (10% - 200 words). This is what I am going to tell you…
e.g. In this essay, I was asked to consider an organisation and analyse how leadership at different levels has
responded to today’s turbulent environments. The essay will be divided into the following sections:
• An explanation of Yukl’s (2013) leadership matrix
• An explanation of what is understood by market turbulence
• A brief overview of the organisation selected for analysis & some context highlighting the turbulence the
company experienced.
• The impact on the organisation
• An analysis of the response

Body of Work (80% - 1600 words). This is what I am telling you…

Explain / define the leadership matrix & what is understood by market turbulence (400 words)
Describe the organisation (sector, overview etc), the turbulence experienced and the impact it had (400 words).
An analysis of the response (800 words)

Conclusion (10% - 200 words). This is what I have told you….

In summary… (nothing new).
Acid test: Should be able to understand fully from Introduction and Conclusion.
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Any Questions?