Leadership is principally concerned with the ability of an individual to influence others. This is typically accomplished through the use of the communication process towards achieving set goals, which contribute to a purpose. (Robbins, Millet, Cacioppe and Waters-Marsh pp 394 1998) However, a more comprehensive definition of leadership is provided by Bass, (in Vecchio pp 17 1997), who states that: "Leadership has been conceived as the focus of group processes, as a matter of personality, as a matter of inducing compliance, as the exercise of influence, as particular behaviors, as a form of persuasion, as a

A further theory of leadership is concerned with behaviour styles describing leaders actions and behaviours, often from the perspective of the followers. (Nelson and Quick, 1997) In contrast to the trait theory, the research of behavioural theorists examines behaviours and their impact on performance and satisfaction of followers. (Ivancevich and Matteson, 1996) A variety of different methods have been used to describe the activities and behaviour of leaders. Two of the more prominent behaviour theories are the Ohio State University behaviour studies and the University of Michigan behaviour studies. Blake and Mouton have also developed a graphical representation of the two-dimensional approaches by both Ohio and Michigan Universities which is known as the Managerial grid.

Undoubtedly, leadership is not simply about a leader's philosophy, or a leader's style, or the context or situation in which the leader performs. Rather, leadership can be explained by a complex interaction of each of the factors. This explains to some extent why some leaders or leadership styles are successful in some organisations (or even countries for that matter) and not others. The challenge presented by the various schools of thought on leadership, and to leaders themselves, is determining how best to manage the various factors to successfully influence people to direct their efforts toward the achievement of the goal or goals.

The purpose of the Ohio State University behaviour study was to initiate structure and consideration. (Ivancevich and Matteson, 1996) Initiating structure (also known as 'initiating consideration', 'employee orientation', and 'production orientation') is the extent to which the leader defines and structures the task for goal achievement. (Robbins et al 1998) Consideration is the extent to which the leader would respect the subordinates needs, feelings and develop trust relationships with them. (Robbins et al 1998) The two dimensions were measured by two questionnaires. The leadership opinion questionnaire was used to assess how leaders think they behave in leadership roles. (Ivancevich and Matteson, 1996) The second questionnaire, the leader behaviour description questionnaire was used to measure perceptions of subordinates and peers. (Ivancevich and Matteson, 1996) This research supported the argument that leaders who rated high in initiating structure and consideration supervised subordinates that had high performance and satisfaction than in cases where either dimension was rated low.

First developed by Hersey and Blanchard and later revised by Blanchard on his own, (Robbins et al 1998) the situational leadership model suggests that leadership style should be matched to the maturity of the subordinates. Maturity is assessed in relation to a specific task and has two parts psychological maturity, job maturity. (Lord and Maher, 1991) “Psychological maturity is individual’s self-confidence and ability and readiness to accept responsibility. Job maturity is individual’s skills and technical knowledge.” (Lord and Maher, 1991) This theory espouses that as the maturity of subordinates increases leadership should be more relationship motivated rather than task-motivated. (Lord and Maher, 1991) Thus, the degree of confidence, trust and respect subordinates have in their leader should increase and there shouldn’t be any task uncertainty. (Robbins et al, 1998) Further, the situational leadership model concludes that leadership consists of four degrees of subordinate maturity, from highly mature to highly immature these being delegating to subordinates, participating with subordinates, selling ideas to subordinates and telling subordinates what to do. (Lord and Maher, 1991)

Some topics in this essay:
Ivancevich Matteson, Theory Proponents, Managerial Grid, Nelson Quick, Conger Kanungo, Fred Fielder’s, Lord Maher, , Bass Vecchio, Robert House’s, ivancevich matteson, robbins et, et al, robbins et al, ivancevich matteson 1996, matteson 1996, et al 1998, al 1998, leaders tend, charismatic leaders, trait theory, clark 1997, lord maher 1991, maher 1991, nelson quick 1997,