A leadership model provides a process or framework for learning, applying, and adapting leadership for given groups, organizations, or situations.
An overview of various trait-based leadership models, including those outlined by Carlyle and Galton; Stogdill; Kouzes and Pozner.
An overview of the trait-based leadership models outlined by Carlyle and Galton during the 19th century.
A challenge to traditional trait-based leadership styles, as outlined by thought-leader Ralph Stogdill.
Behavioural styles of leadership, as outlined by Blake and Mouton. Developing an understanding of behavioural leadership styles.
The major qualities of a great leader - applicable to both work and life. Understanding what makes a great leader and using this knowledge to develop current and future leaders and managers.
'Situational' (or 'Contingency') leadership models are based on the idea that the leader's actions should vary according to the circumstances he or she is facing - in other words leadership methods change according to the 'situation' in which the leader is leading. This category includes most notably: Kurt Lewin's Three Styles model; Tannenbaum and Schmidt's Leadership Continuum model; the Fiedler Contingency model; House's Path-Goal theory; Hersey and Blanchard's Situational Leadership® model; and Bolman and Deal's Four-Frame model.
An overview of Situational/Contingency models of leadership, their core beliefs and why they are important for leaders.
The 3-style model of leadership from Kurt Lewin, understanding and using the model to understand styles of leadership.
Contingency model of leadership, as outlined by Fred Fiedler.
Path-Goal theory of leadership, as outlined by Robert House.
Paul Hersey and Ken Blanchard first published their Situational Leadership® Model in their 1982 book, Management of Organizational Behaviour: Utilizing Human Resources. The concept has become perhaps the best known of all the Situational/Contingency models.
Action centred leadership style developed by John Adair in the late 20th century.