0:00 Kurt Lewin, the renowned psychologist and researcher 0:09 said it well- There's nothing so practical as a good 0:12 theory. Well, how about 10

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1 0:00 Kurt Lewin, the renowned psychologist and researcher 0:09 said it well- There's nothing so practical as a good 0:12 theory. Well, how about 10 good theories? To improve your ability to lead, 0:17 here are ten of the best-known leadership theories in five minutes. 0:20 First there was what was originally called the great man theory. 0:23 It postulated the great leaders are born not made, you 0:26 either have it or you don't, and then it tried to identify the set of attributes 0:30 that all these natural born leaders have in common. Well it s now become clear that 0:34 leadership is actually learnable. 0:36 There s indeed truth to the notion that some people inherently have more leadership 0:40 gifts 0:40 than others, so this was a good start. It spawned something called the Trait 0:44 Theory of Leadership, a line of research that examines which individual 0:48 characteristics we should pursue 0:49 to lead effectively. The upside is that it's easy to understand. 0:53 Be like this and people will follow you, but the downside 0:56 is that it identified dozens of traits, and no single set has emerged as the 1:00 ideal for all circumstances. 1:02 So, it can be overwhelming to attempt. Somewhat related 1:05 is the Skills Theory of Leadership. Just like trait theory tries to identify 1:09 a set of key attributes, but in this case, practical skills 1:13 rather than just general qualities of a leader. The bottom line on this one is if 1:17 you want people to follow you,

2 1:19 you need technical skills in your field, that is you need to be good at what you are 1:22 doing so that you have some credibility. 1:24 You need people skills like persuasion and diplomacy and 1:28 affability and you need conceptual skills, the ability to see the big picture and to 1:32 think strategically. 1:33 Next there s the theory that leadership style is the key to success. 1:37 Styles like be autocratic and demanding or 1:40 be democratic and participative or be laissez faire and leave people alone. 1:45 Probably a best known style based theory is called the managerial grid, 1:48 adopt a leadership style that s both people-friendly and uncompromising on 1:53 performance. 1:53 It's a solid foundation, but there's a bit more leadership effectiveness. 1:57 That's where these next couple theories came from. Situational leadership theory 2:01 argues that there's no one-size-fits-all model. 2:04 Certain traits and skills and styles fit better in one situation 2:07 then another, so the leader must adapt. For example, coaching a high school boys team 2:12 may imply a somewhat different approach than coaching high school girls. 2:15 Same objectives and standards perhaps, but to get great results 2:19 might require more of a disciplinarian for the boys but a highly relational coach 2:23 for the girls. A closely connected idea is called the Contingency Theory 2:27 of Leadership. Whereas the situational leadership approach assumes that the 2:31 situation is static 2:32 and the leader should adapt to it, the contingency theory assumes that the

3 2:36 leader s default style 2:37 is also pretty much fixed. Maybe he's more task-oriented than people-oriented, 2:42 so the trick is to fit the right leader to the situation. 2:45 Bottom line is effective leadership is contingent on matching leader style 2:49 to the setting. In the coaching example, it would mean to find and install the 2:53 right coach 2:54 rather than hoping the current coach will adapt his or her style 2:57 to the situation. Transactional Leadership and Transformational 3:01 Leadership 3:02 are two theories that we can consider together. As the term implies, 3:05 transactional leadership means that there's a reciprocity of behavior between 3:09 leader 3:10 and follower. People will follow based on the incentives in place, so 3:14 the leader's job is to find the right mix of rewards and punishments 3:17 and then closely monitor what's going on. The theory of transformational 3:21 leadership by contrast 3:22 says that leaders gain buy in and commitment not so much from the quid pro quo 3:26 approach as they do from encouraging their followers, 3:29 caring for them, inspiring them toward a vision. Ensure that they get results by 3:33 proactively transforming the environment and the relationships, 3:37 cultivating followership rather than paying for it or punishing 3:40 non-compliance 3:41 like the transactional leader does. Leader-Member Exchange Theory

4 3:45 is a bit like transactional theory because it suggests that leadership is 3:49 basically about a fair exchange between the leader 3:51 and the led, but it goes further to say that the exchange creates an in group 3:56 and out group with respect to the leader, and that in turn affect people's performance 3:59 and willingness to stick around. 4:02 In a way it's just like being back in high school; there was the in crowd, 4:05 and then there were the rest of us, and that can have some dysfunctional 4:08 consequences. 4:09 So the theory suggests that leaders may want to address their tendency to 4:12 alienate people. And then there s Servant Leadership Theory, 4:16 which is kind of blend between transformational and transactional 4:18 leadership. 4:19 Boiled down to its essentials, it says that if a leader makes a priority of 4:22 identifying and meeting followers needs, serving rather than being served, 4:27 that leader creates an environment of trust and cooperation and reciprocal 4:31 service, 4:31 and ultimately higher performance. It s been popularized in recent decades by 4:36 many researchers, but it goes back a lot further than that. 4:39 Much of Jesus's influence for example was and still is a result of compassion and 4:43 service 4:44 and sacrifice. People follow out of love and gratitude 4:47 rather than out of compulsion or fear. All right, 4:50 that's ten of the major theories and leadership, and there are important truths in

5 4:53 each. 4:54 The better you know them, the better you're likely to lead.

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