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领导理论和风格

领导理论是指管理者为了在工作场所行使权力而采用的方法,并能够为了满足组织授权依据他们职位描述里的概述去管理员工。这是管理者为了管理和履行所有责任所采用的方式。最近，为了让更多人能够充分地理解领导理论，对领导理论进行地更深一步的解读，可用的早期文学试图集中在人物识别方面，通过对领导理论进行分类,定义为领导人和追随者。直到1939年,库尔特·卢因作为一名首席研究员能够提供一个完美的文件,深入研究当时的领导理论,形成了未来研究领导理论风格的框架和参照。研究的结果和发现发表在美国军队手册上。

在现代组织的背景下，当前可用的关于领导理论的文献就数量而言仍然是变化的。在《哈佛商业评论》杂志上,施密特和坦南鲍姆已经总结了四种常见领导理论,可以对现代组织的领导人起到一定的启发性。

领导的第一种理论被称为独裁，这种领导理论是极具权威性的,顾名思义,它指的是管理者维护和运行一个组织所采用的一种严格控制权力方法。

Leadership Theories and Styles

Leadership theories refers to the approach that a manager adopts in order to exercise authority in the work place and be able to direct staff towards meeting the organizational mandate as outlined in their job descriptions. It is the way that a manager resorts in order to discharge all the sum total of responsibilities that entails management and leadership. Leadership theories have just recently been advanced and well understood, earlier literature that is available which attempted to identify and classify leadership theories focused on personality aspects that defined leaders and which defined followers. It was not until 1939 when, Kurt Lewin as the lead researcher was able to provide a well documented and thorough research of leadership theories at the time in a study that formed frameworks and References of future studies in leadership theories and styles. The results and finding of the research were published in the U.S Army Handbook.

Current available literature on leadership theories in the context of modern organization is still varied in terms of the number of the main leadership theories. In the journal of Harvard Business Review, Schmidt and Tannenbaum has summarized the four common leadership theories that can be identified in modern organizational leaders.

First theory of leadership is referred as Autocratic or authoritative style, as the name would suggest it refers to an approach where a manager maintains and run an organizational with a tight leash on the apparatus of power. A manager is this type of style expects his word to be law and employees do not have room to present their suggestion for consideration. Decisions are made at the highest level of an organization and handed down through established protocols to be implemented across the appropriate levels by the employees through existing organizational procedures. In this type of leadership motivation among employees is very minimal or nonexistent and the techniques that are used to provide motivation apply a combination of threats and promises such as benefits and retributions (Tannenbaum & Schmidt, 2008).

The other type of leadership theory is bureaucratic style of management. In this type of management a manager requires that all work procedures within the organization be done in such a way as clearly outlined in the organizational manual or according to the set policy. Regardless of situations that are unique and in which the organizational policies might not apply, a bureaucratic leader is more likely to insist on sticking to the organizational way of doing things (Tannenbaum & Schmidt, 2008). This leadership kills creativity in the work place and might give rise to work burn out, however it is appropriate in a work setting such as in laboratory research environment where all variables of interests are carefully controlled in order to achieve desired results.

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