| Description/Approach | PrimaryCharacteristics | Strengths | Criticisms | Discipline Specific Applications | ||
| Great Man Theory | This theory assumes that the ability for one to lead is inherent. Thus, there is the assumption that leaders are born and not made (Uzohue, Yaya, & Akintayo, 2016). | The primary characteristics of this theory include identifying a leader through certain characteristics that they portray since they were born (Badshah, 2012). Features such as integrity, competence, and the desire to excel present in an individual since childhood can help identify a great leader. | This theory has produced effective leaders such as Martin Luther King, and John F. Kennedy (Landis, Hill, & Harvey, 2014). They have helped the society in massive ways thanks to the fact that they were identified using the great man theory. | Theorists often criticize this theory because they feel that women who were great leaders such as Catherine the Great were virtually ignored since men such as Jon F. Kennedy were hailed as the great men worthy to lead (Landis, Hill, & Harvey, 2014). | The great man theory can be applied in the group home heathcare by the leaders/directors to motivate the staff. Since the employees already idolize the leaders who are born with the leadership skills, this will make them to be motivated in the hope of acquiring traits like theirs. This is turn helps in boosting the productivity of the organization. | |
| HISTORICAL APPROACHES | Trait Theory | This theory discovers leaders following the approach that leaders are born with special traits or qualities that make them better suited to lead (Uzohue, Yaya, & Akintayo, 2016). It illustrates the fact that ideal leaders are born with outstanding qualities in them. | According to Uzohue, Yaya, & Akintayo (2016), this theory identifies a leader based on certain traits. These characteristics include honesty, integrity, ambition, the desire to succeed, persistence, ambition, self-confidence, and determination. | The trait theory provides a criteria or benchmark of which to use when looking for a leader. This helps in eliminating the chances of enacting an incompetent leader (Badshah, 2012). Some of the traits include integrity and the ambition (Uzohue, Yaya, & Akintayo, 2016). | This theory is often criticized due to the fact that there is no definite criterion to determine the leadership traits that a leader should have. More so, this theory does not take into account the various situational effects that could impact the traits (Landis, Hill, & Harvey, 2014). | This theory can also be applied in the group home healthcare to discover the most effective team leaders especially during effective care implementation. This is because their traits will help in motivating the staffs (both new and old) to actively participate in the giving the clients daily care needed. |
| Behavioral Theory | The behavioral theory is an approach that states that great leaders are made. It believes that the actions of an individual can be trimmed in order to make them effective leaders (Uzohue, Yaya, & Akintayo, 2016). | This theory believes that leaders are made and not born through;· Training to become effective leaders· Observation of the actions of great leaders in the society (Uzohue, Yaya, & Akintayo, 2016). | The strength of the behavioral approach is the fact that it is heuristic. An individual can assess their actions and determine the various values and traits they acquire during such situations. This can help them in molding their actions to ensure they are competent leaders (Uzohue, Yaya, & Akintayo, 2016). | The criticism of this theory is the idea that there is no research to prove that certain behaviors and traits can be used to change the actions of an individual and make them worthy of being a leader (Landis, Hill, & Harvey, 2014). | This theory can be applied in a group homes looking to hire managers or staff (ones with compassion and heart for taking care of people) at a certain hierarchical level. By training them, the organization can acquire effective leaders and staff. | |
| Skills Approach | The skills approach argues that an effective leader has significant leading qualities that are acquired from learning acquiring knowledge on how to lead, and developing a good leadership style (Uzohue, Yaya, & Akintayo, 2016). | Uzohue, Yaya, & Akintayo, (2016)state that the basic features of the skills theory is that for an individual to be an effective leader using this theory, the individual must have;· Learnt leadership skills· Have essential leadership knowledge· Have a greatleadership style | The strength of this theory is that it does not single out a specific individual but however describes a leadership theory applicable to everyone. More so, it helps in developing a strong approach of how individuals can understand the concept of leadership (Landis, Hill, & Harvey, 2014). | Theorists consider this a weak theory since it does not provide a strong predictive value of how training and observation will impact the performance of an individual to make them an effective leader (Landis, Hill, & Harvey, 2014). | The skills approach is applied when determining which leader is best suited for a certain position in group home healthcare. This is by evaluating their leadership style, and the knowledge they have on how to effectively train and lead the staff, who in return apply the skill to promote the clients’ wellbeing. | |
| ReferencesBadshah, S. (2012). Historical study of leadership theories. Journal of Strategic Human Resource Management, 1(1), 49.Landis, E. A., Hill, D., & Harvey, M. R. (2014). A synthesis of leadership theories and styles. Journal of Management Policy and Practice, 15(2), 97.Uzohue, C., Yaya, J., & Akintayo, O. A. (2016). A review of leadership theories, principles, styles and their relevance to management of health science libraries in Nigeria. Journal of Educational Leadership and Policy, 1(1), 17-26. |
Appendix B
Contemporary Leadership Matrix (this is the Week 3 assignment)
| Description/Approach | PrimaryCharacteristics | Strengths | Criticisms | Discipline Specific Applications | ||
| CONTEMPORARY APPROACHES | Situational Leadership | |||||
| Transactional Leadership | ||||||
| Transformational Leadership | ||||||
| ServantLeadership |
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