Leadership Theories: Relationship Theory
- Characteristics of Relationship Theory. Relationship theory is built around the emotional impact of leadership, the connection between employee and leader.
- The 3 Types of Relationships. ...
- Advantages and Disadvantages of Relationship Theory. ...
What are the five approaches theories of leadership?
What are Leadership Theories?
- Leadership at a Glance. A leader is crucial to the success of every team. ...
- Key Leadership Theories. Interpersonal Skills Interpersonal skills are the skills required to effectively communicate, interact, and work with individuals and groups.
- Applying Leadership Theories at the Workplace. ...
- Key Takeaways. ...
- Related Readings. ...
What is the relational leadership theory?
The relational leadership model emphasizes the relationships among people when leading an organization. Relational leadership values inclusion, empowerment, purposefulness, ethical behaviors, and process orientation. Inclusive leaders consider everyone’s viewpoint and experiences when making decisions.
What are the different types of leadership theory?
- Transformational Leadership.
- Leader-Member Exchange Theory.
- Adaptive Leadership.
- Strengths-Based Leadership.
- Servant Leadership.
What are the theories of leadership?
Yes, some roles very obviously require you to be a leader, but my theory is that if you apply leadership skills into any role, at any level, you will have a much much bigger impact. Equally, leadership isn’t restricted by your job description or even by ...
What is the relationship theory?
What is Relationship Theory? The relationship theory of leadership, on the surface, is largely self-explanatory. These leaders base the focal point of their leadership style surrounding interactions, or relationships with others. They tend to act as mentors for their employees, working with them to meet their needs.
Who introduced relationship theory of leadership?
HollanderHollander was one of the earliest scholars to adopt a focus on leadership as a relational process (Hollander, 1958), a two-way influence and social exchange relationship between leaders and followers (Hollander, 1979).
Why is relationship so important to leadership?
Relationship skills are critical in the workplace. Without solid relationships, a leader can have a hard time bringing a team together and getting a project accomplished. Collaboration is only an effective workplace tool if the people who are collaborating can get along.
What are the 4 leadership theories?
These theories fall into four main categories:Trait theories.Behavioral theories.Contingency theories.Power and influence theories.
What are the five elements of the relational leadership model?
The five main components of relational leadership are also defined by the Komives et al. (1998). They are namely inclusion, empowerment, purposefulness, ethical behaviors and process orientation.
What are the 3 main leadership theories?
Key Leadership TheoriesGreat Man Theory. ... Trait Theory. ... Contingency Theory. ... Situational Theory. ... Behavioral Theory.
What are three important relationship skills?
The 3 Relationship Skills You Need to PracticeEmpathy. Empathy refers to being able to step into another person's shoes and understand their experience and point of view so that you can gain an appreciation of how they feel, and then step out again. ... Emotional Validation. ... Consideration and Civility.
How can a leader build relationships with employees?
How to build trust in the workplaceListen more than you speak. ... Solicit and act on feedback. ... Show appreciation every day. ... Empower your team by trusting them first. ... Encourage coaching. ... Practice consistency. ... Focus on nonverbal communication and soft skills. ... Create an inclusive culture.More items...•
What is the best leadership theory?
The great man theory of leadership, sometimes called the trait theory, suggests that good leaders are born. They have innate traits and skills that make them great, and these are things that can't be taught or learned.
What are the 7 leadership styles?
The seven primary leadership styles are: (1) Autocratic, (2) Authoritative, (3) Pace-Setting, (4) Democratic, (5) Coaching, (6) Affiliative, (7) Laissez-faire.
How many types of leadership theories are there?
As a recap, the eight most common leadership styles are coach, visionary, servant, autocratic, laissez-faire, democratic, pacesetter, and bureaucratic. If you're interested in learning more about leadership theories for career growth, be sure to check out this career guide article.
What is relationship oriented leadership?
Relationship-oriented leaders are primarily focused on supporting, motivating and developing individuals and teams through collaborative working. This style of leadership is in contrast to task-orientated leadership. Relationship-oriented leaders seek to establish meaningful relationships with their staff and aim to utilise this emotional ...
What is the best way to develop a relationship?
Focus on relationships, well-being and motivation of people and teams. Support the development of positive relationships. Focus on effective communication with individual team members. Adopt a casual structure for interactions, meetings and collaboration. Advanced levels of emotional intelligence are required for effective relationship-oriented ...
Why is emotional intelligence important in leadership?
Advanced levels of emotional intelligence are required for effective relationship-oriented leadership as this enables them to empathise with their staff and understand their point of view when making decisions. This style of leadership encourages effective teamwork and collaboration through enhanced relationships that exist between team members.
What is the final thought of a leader?
Final Thoughts... Leaders have to be relationship focused – after all leadership is all about inspiring and motivating people to take action. If a leader does not have a clear understanding of the needs, interests and abilities of their staff, and cannot relate to them on a personal level, they will never succeed.
What is leadership in relational terms?
As described by Hogg (2005): “Leadership is a relational term—it identifies a relationship in which some people are able to persuade others to adopt new values, attitudes and goals, and to exert effort on behalf of those values, attitudes, and goals” ( Hogg, 2005, p. 53).
What is relational leadership?
Relational leadership is a relatively new term in the leadership literature, and because of this, its meaning is open to interpretation. In the present article I describe two perspectives of relational leadership: an entity perspective that focuses on identifying attributes of individuals as they engage in interpersonal relationships, and a relational perspective that views leadership as a process of social construction through which certain understandings of leadership come about and are given privileged ontology. These approaches can be complementary, but their implications for study and practice are quite different. After reviewing leadership research relative to these two perspectives I offer Relational Leadership Theory (RLT) as an overarching framework for the study of leadership as a social influence process through which emergent coordination (e.g., evolving social order) and change (e.g., new approaches, values, attitudes, behaviors, ideologies) are constructed and produced. This framework addresses relationships both as an outcome of investigation (e.g., How are leadership relationships produced?) and a context for action (e.g., How do relational dynamics contribute to structuring?). RLT draws from both entity and relational ontologies and methodologies to more fully explore the relational dynamics of leadership and organizing.
What is entity perspective in leadership?
In sum, entity perspectives approach relational leadership from the standpoint of relationships lying in individual perceptions, cognition (e.g., self-concept), attributes, and behaviors (e.g., social influence, social exchange). They view leadership as an influence relationship in which individuals align with one another to accomplish mutual (and organizational) goals. These perspectives assume and center a realist ontology. They presume an individually constituted reality, which conveys a view of leadership as a more individually-based, causal set of factors in the design and development of organizations ( Dachler, 1992 ). Moreover, they have primarily focused on leadership as manager–subordinate exchanges under the condition of already “being organized” ( Hosking & Morley, 1988 ). Emerging work in relationship-based leadership, however, is beginning to call for expansion of relationship-based approaches beyond the manager–subordinate dyad ( Balkundi and Kilduff, 2005, Graen, 2006, Offstein et al., 2006, Uhl-Bien et al., 2000 ), as well as recognition that leadership can occur in any direction ( Rost, 1991, Rost, 1995) and that leadership is a relational property of a group ( Hogg, 2001 ).
What is the difference between entity and relational perspectives?
Entity perspectives (e.g., relationship-based leadership) emphasize the importance of interpersonal relationships, while relational perspectives (e.g., relational constructionism) emphasize the importance of “relating” and relatedness (i.e., the processes and condition of being in relation to others and the larger social system in constructing the meaning and reality of leadership). The former focuses primarily on leadership in conditions of already “being organized” while the latter considers leadership as “a process of organizing” ( Dachler, 1992, Hosking and Morley, 1988 ).
What is the relational self?
According to Brewer & Gardner (1996), “At the interpersonal level, the relational self is the self-concept derived from connections and role relationships with significant others” (p. 84). It is defined in terms of relationships with others in specific contexts—the sense that the self is construed from the responses and satisfaction of the other person in the relationship. Self-worth comes from the feeling that one is behaving appropriately and acceptably with respect to the other ( Brewer & Gardner, 1996 ). This idea is further developed by Andersen & Chen (2002), who describe the self as “relational—or even entangled—with significant others” which “has implications for self-definition, self-evaluation, self-regulation, and most broadly, for personality functioning, expressed in relation to others” (p. 619).
How is leadership generated?
Leadership is generated by bringing in increasing numbers of increasingly responsible people to produce an unfolding of ever more involving and complex knowledge principles. This relational dialogue enhances the capacity of a system to accomplish leadership tasks at various levels of complexity.
What is postindustrial leadership?
Rost (1995) defines leadership as not what leaders do but what leaders and collaborators do together:#N#Leadership is an influence relationship wherein leaders and collaborators influence one another about real changes that reflects their mutual purposes. Leaders compete with other leaders for collaborators. Collaborators develop a relationship with leaders of their own choosing, not necessarily those who have authority over them. Leaders and collaborators may change places. There may be a number of leadership relationships in one organization, and the same people are not necessarily the leaders in these different relationships. The intended changes reflect the purpose or vision that leaders and collaborators have for an organization. That purpose is usually not static but is constantly changing as leaders and collaborators come and go, as the influence process works its effects on both leaders and collaborators, and as circumstances, environment, and wants and needs impact on the relationship and the organization. ( Rost, 1995, p. 134).
Why are leadership theories important?
And leadership theories help explain how leaders harness and develop these traits.
What is behavioral leadership theory?
The behavioral leadership theory focuses on how leaders behave, and assumes that these traits can be copied by other leaders. Sometimes called the style theory, it suggests that leaders aren’t born successful, but can be created based on learnable behavior.
What is contingency theory?
Contingency theory focuses on the importance of a situation, but may not focus enough on the psychology of the employees or the company itself. It also may not focus enough on how leadership styles can change over time. There are internal and external factors that impact a leader and their situation.
What is transactional reward?
Transactional rewards and punishments are given based on the idea that people really only do things for the reward. Their psychology doesn't allow human beings to do things out of goodness, but rather out of the promise of a reward. The management leadership style can be extremely effective.
What are the disadvantages of behavioral theory?
Some disadvantages of the behavioral theory are that while it allows flexibility, it doesn’t directly suggest how to behave in certain circumstances. There are dozens of leadership styles that stem from the behavioral theory, but there isn’t a right one for every circumstance.
What are the traits of a good leader?
Some of the top traits that leaders say are vital to good leadership include: Strong ethics and high moral standards. Great self-organizational skills. Efficient learner. Nurtures growth in employees.
What is people oriented leadership?
A people-oriented leader will look at the individuals and go right to them, asking what the issue is. Whatever behaviors you choose, the behavioral leadership theory helps leaders focus on their actions and utilize their decisions to be a great leader. --Contingency theory.
Table of Contents
What is Relationship Management Theory? Managing Ambiguity and Paradox A Bias for Action Close to the Customer Autonomy and Entrepreneurship Productivity through People Hands-On, Value-Driven Stick to the Knitting Simple Form, Lean Staff Simultaneous Loose-Tight Properties
Managing Ambiguity and Paradox
Managers must be able to entertain multiple ideas or situations at the same time while carrying out managerial functions. Further, the manager must be able to reconcile opposing ideas simultaneously.
A Bias for Action
An organization must be responsive and proactive. The culture must avoid complacency, inactivity, lethargy, or inertia.
Close to the Customer
The customer is the center of the organization. It must continually focus on the individual wants and needs of its customers. This requires being proactive and anticipating their wants and needs.
Autonomy and Entrepreneurship
Organizations must promote creative thinking and a willingness to innovate.
Productivity through People
Employees are the source of the companys productivity. The organization must invest in the quality and increased productivity of these individuals.
Hands-On, Value-Driven
Managers must be committed to the organization and its people. The organization must be value-driven in its mission and vision. Managers must be present and demonstrate this philosophy each day.
What are the elements of transformational leadership?
ments of transformational leadership: (1) indi-. vidual consideration, (2) idealized influence, (3) intellectual stimulation, and (4) inspirational. leadership. These elements were found to be. consistent with the traits evident in the ancient. Christ-hymn written by the Biblical Apostle.
What is the other key component of Christian leadership?
The other key component is ethics and both are explored in the context of authentic Christian leadership. Additionally, the issue of global competency will be explored and what this means in terms of leadership morality as the world cultures continue to interact with greater occurrence.
Why is organizational readiness for change important?
Organizational readiness for change has become the mandatory requirement for most organizations to survive in this highly disrupted era. The purpose of this research is to investigate the influence of servant leadership and the mediating role of workplace spirituality on organizational readiness for change.
Does tenure affect commitment?
Tenure and supervision were also found to have some effect on commitment, but more so in terms of feelings of attachment to the organization (for tenure) and in terms of feelings of loyalty/citizenship (for supervision). Organization size had a moderate negative effect on commitment, but more so in the private sector.
Characteristics of Relationship Theory
- Relationship theory is built around the emotional impact of leadership, the connection between employee and leader. A lot of the time an employee is not buying into the success or efficiency of the organisation, or how it operates, but the charisma and compelling attractiveness of the lead…
The 3 Types of Relationships
- It is commonly understood that there are three types of emotional relationships that may exist between leaders and followers: regressive, symbolic, and developmental. 1. Emotional relationships are not always progressive, sometimes they can be regressive. A possible consequence of a traumatic experience is the significant decrease of differences between peopl…
Advantages and Disadvantages of Relationship Theory
- The advantages of relationship theory are quite apparent. Employees feel confident in their leaders, they admire and seek comfort in them. A lot of the time this inspires employees to be good leaders themselves. Developmental leadership, specifically the mentorship approach, provides significant opportunities to foster personal growth in employees. This sense of being v…
What Is The Relational Leadership Theory (Rlt)?
Central Question
- In her book, Reitz focuses on the following question: ‘To what extent does Martin Bubers’ I-Thou dialogue correspond in theory and practice with that of relational leadership?‘ By applying new research methods like cooperative research in which Reitz—in collaboration with others—came to conclusions, has drawn up a concept that describes the ‘space in between’ where leadership co…
I and Thou
- It was the German theologian Martin Buber who, in his book ‘Ich und Du‘, described a new way of looking at communication between individuals. ‘Ich und Du‘ eventually became internationally known as ‘I and Thou‘, where ‘Thou’ is the old-fashioned word for ‘You’. Buber indicated that within his concept, communication is not based on individuals alone, but on relational attitudes betwee…
Relational Leadership Theory: Two Perspectives
- Relational Leadership is a relatively new term in leadership literature and can be interpreted in different ways. One can look at the entity perspective on the one hand and at the relational perspective of the Relational Leadership Theory on the other: 1. The entity perspective focuses on identifying the attributes that managers need for entering into interpersonal relationshipswith th…
Dialogue
- Dialogue leads to better leadership in politics, society, and business, where there is room to discuss differences and contradictions well and clearly with each other. In organisations, executives often have deep-rooted assumptions. Through the dialogues being conducted, it is possible to discuss cultural normsthat have become entrenched and to gain a better understand…
Conclusion Relational Leadership Theory
- Interpersonal communication is sometimes very complex. In order to stimulate interpersonal encounters, Reitz encourages people to have a real dialogue with one another. This benefits relational leadership. It is also important to consider the reason why people meet in the workplace and need each other. On the one hand, this has to do with an organisational aspect; the task of …
It’S Your Turn
- What do you think?Recognize the above practical explanation or do you have any additions? What are your experiences with the Relational Leadership Theory (RLT)? Share your experience and knowledge in the comments box below.
More Information
- Buber, M. (2012). I and Thou. eBookIt. com.
- Reitz, M. (2015). Dialogue in organizations: Developing relational leadership. Springer.
- Uhl-Bien, M. (2011). Relational leadership theory: Exploring the social processes of leadership and organizing. In Leadership, gender, and organization (pp. 75-108). Springer, Dordrecht.