A2 Psychology: Organisations
Leadership & Management- Traditional & Modern Theories (Pt 1)
Universalist Theories
1. Great Person Theory
• The earliest and simplest approach to
studying leadership
• Looks for 1 key characteristic / a cluster
of key characteristics held by effective
leaders
o Assumed that: Leaders with these Evaluation (GPT):
identified traits will be successful
regardless of the situation • Problem: too general
• “Great leaders are born, not made” o The work environment is too
complex and diverse for any one
type of leader to be universally
successful
o Unlikely that any single trait can be
associated with effective leadership
in all groups, all situations and all
tasks
1
Notes compiled by: Chew Wen Min
, 2. Charismatic Leadership Theory
• Focuses on exceptional leaders (their stand-out characteristics and
energy)
o Identifying their unique traits that inspire others to follow them
o Charismatic leader traits:
▪ Self confidence- in their own ability and followers to
reach a goal
▪ Communication- With the team about shared group goals
▪ Vision- To make working conditions / life better
▪ Extraordinary behaviour- Unusual traits
▪ Change agents- They make things happen
▪ Environmental sensitivity- Realistic with what can be achieved with the
materials and circumstances they are provided with
• Involves an interaction between the leader, follower and situation
Leader Characteristics
➢ Sensitivity to followers and the situation
➢ Ability to inspire
➢ Desire to change the status quo
Follower Characteristics Situational Characteristics
➢ Identify with the leader ➢ Conditions of uncertainty or crisis
➢ Emotional susceptibility o (For leaders to provide a vision)
➢ Willingness to follow ➢ Opportunities of growth, change, or innovation
3. Transformational Leadership
• Focuses on leader’s ability to provide a shared vision for the followers
• Pushes employees beyond boundaries
o They transmit a sense of mission, stimulating employees’ learning
experience and inspiring new ways of thinking
• 4 main components of Transformational Leadership:
Idealised influence Inspirational Motivation
➢ Being a role model for their beliefs ➢ Able to arouse & inspire followers by
➢ ‘walk the talk’ providing a vision of a (+) future
Intellectual Stimulation Individualised Consideration
➢ Stimulate follower’s curiosity, ➢ Personalised attention to each
innovation and creativity- follower helps them develop to their
challenging them intellectually fullest potential 2
➢ Allow their input
Notes compiled by: Chew Wen Min
Leadership & Management- Traditional & Modern Theories (Pt 1)
Universalist Theories
1. Great Person Theory
• The earliest and simplest approach to
studying leadership
• Looks for 1 key characteristic / a cluster
of key characteristics held by effective
leaders
o Assumed that: Leaders with these Evaluation (GPT):
identified traits will be successful
regardless of the situation • Problem: too general
• “Great leaders are born, not made” o The work environment is too
complex and diverse for any one
type of leader to be universally
successful
o Unlikely that any single trait can be
associated with effective leadership
in all groups, all situations and all
tasks
1
Notes compiled by: Chew Wen Min
, 2. Charismatic Leadership Theory
• Focuses on exceptional leaders (their stand-out characteristics and
energy)
o Identifying their unique traits that inspire others to follow them
o Charismatic leader traits:
▪ Self confidence- in their own ability and followers to
reach a goal
▪ Communication- With the team about shared group goals
▪ Vision- To make working conditions / life better
▪ Extraordinary behaviour- Unusual traits
▪ Change agents- They make things happen
▪ Environmental sensitivity- Realistic with what can be achieved with the
materials and circumstances they are provided with
• Involves an interaction between the leader, follower and situation
Leader Characteristics
➢ Sensitivity to followers and the situation
➢ Ability to inspire
➢ Desire to change the status quo
Follower Characteristics Situational Characteristics
➢ Identify with the leader ➢ Conditions of uncertainty or crisis
➢ Emotional susceptibility o (For leaders to provide a vision)
➢ Willingness to follow ➢ Opportunities of growth, change, or innovation
3. Transformational Leadership
• Focuses on leader’s ability to provide a shared vision for the followers
• Pushes employees beyond boundaries
o They transmit a sense of mission, stimulating employees’ learning
experience and inspiring new ways of thinking
• 4 main components of Transformational Leadership:
Idealised influence Inspirational Motivation
➢ Being a role model for their beliefs ➢ Able to arouse & inspire followers by
➢ ‘walk the talk’ providing a vision of a (+) future
Intellectual Stimulation Individualised Consideration
➢ Stimulate follower’s curiosity, ➢ Personalised attention to each
innovation and creativity- follower helps them develop to their
challenging them intellectually fullest potential 2
➢ Allow their input
Notes compiled by: Chew Wen Min
