My four latest blog post (authentic leadership, situational leadership, servant leadership, leader member exchange) have evaluated the nature of leadership styles and their theories. Servant leadership theory has suggested that servant leaders are leaders who naturally have a desire to serve first and aspire others to lead. Leader-member exchange theories suggest that a mutual exchange between leader and follower can produce loyal and committed relationships. Authentic leadership has promoted the notion that leaders should be self-aware, honest, and transparent. A Situational leader theory suggests that leadership roles vary, and each unique situation needs a unique solution. In order to inspire, innovative, and produce creativity within an organization, leaders should be aware and mindful of their followers’ perception of them. Each of these theories focuses on building trust through a mutually beneficial relationship between leaders and followers.
Credits for blogs
Avolio, B., & Gardner, W. (2005). Authentic leadership development: getting to the root of positive forms of leadership. The Leadership Quarterly, 16, 315-338. doi:10.1016/j.leaqua.2005.03.001
Avolio, B. J., Walumbwa, F. O., & Weber, T. J. (2009). Leadership: current theories , research, and future directions. Annual Review of Psychology, 60, 421–449. doi:10.1177/0149206310393520
Cubero, C. G. (2007). Situational leadership and persons with disabilities. Work, 29(4), 351-356. Retrieved from
Fred O. Walumbwa, Bruce J. Avolio, William L. Gardner, Tara S. Wernsing, and Suzanne J. Peterson. (2008). Authentic Leadership: Development and Validation of a Theory-Based Measure†. Journal of Management. doi:10.1177/0149206307308913
Graeff, C. L. (1997). Evolution of situational leadership theory: A critical review. The Leadership Quarterly, 8(2), 153-170. doi:10.1016/S1048-9843(97)90014-X
Graen, G.B. and Uhl-Bien, M. (1995). Relationship-Based Approach to Leadership: Development and Leader-Member Exchange (LMX) Theory of Leadership over 25 Years: Applying a Multi-Level Multi-Domain Perspective. Leadership Quarterly, 6, 219-247. doi: 10.1016/1048-9843(95)90036-5
Hassanzadeh, J. F. (2014). Leader-member Exchange and Creative Work Involvement: The Importance of Knowledge Sharing. Iranian Journal Of Management Studies, 7(2), 391-412. Retrieved from http://ijms.ut.ac.ir/
Klenke, K. (2007). Authentic leadership: A self, leader, and spiritual identity perspective. International Journal of Leadership Studies, 3(1), 68-97. Retrieved from http://www.regent.edu
Liden, R.C., Wayne, S.J., Liao, C., & Meuser, J.D. (2014). Servant leadership and serving culture: Influence on individual and unit performance. Academy of Management Journal, 57, 1434-1452. doi:10.5465/amj.2013.0034
McCleskey, J. A. (2014). Situational, Transformational, and Transactional Leadership and Leadership Development. Journal Of Business Studies Quarterly, 5(4), 117-130. Retrieved from http://www.academia.edu
Northouse, P.G. (2013). Leadership: Theory and practice (6th ed.). Thousand Oaks, CA: Sage Publications
Sendjaya, S., & Sarros, J. C. (2002). Servant leadership: Its origin, development, and application in organizations. Journal of Leadership and Organization Studies, 9(2), 57-64. doi: 10.1177/107179190200900205
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Dr. Elijah Clark (February 7, 2023). Conclusion of Leadership Theories [Web log post]. Retrieved from https://elijahclark.com/conclusion-leadership-theories/
