SITUATIONAL AND INTERACTIONIST LEADERSHIP THEORIES

Abstract

There are four main stages in the development of approaches to the study of leadership qualities:   1) the theory of leadership qualities, 2) behavioural theories of leadership, 3) situational theories of leadership, 4) interactionist theories of leadership. This article is devoted to the theories of the third and fourth stages of development of leadership theories in social psychology. The purpose of the study is a theoretical analysis of situational and interactionist theories of leadership. The objectives of the study were: in the theoretical analysis of approaches to the study of leadership qualities; in identifying specific features of situational and interactionist leadership theory. To identify the essence of situational and interactionist approaches to the study of leadership qualities were used methods of theoretical research: analysis of psychological literature; comparison, generalization and systematization of the received information. It is shown that, in comparison with behavioural models of leadership, situational theories are certainly progressive, because they take into account not only the behaviour of the leader but also the context in which the leader influences the follower. However, they have their limitations. A common shortcoming of all situational theories is ignoring the behaviour of followers, who are seen as passive objects rather than as active subjects of socio-psychological interaction. A common shortcoming of all situational theories is ignoring the behaviour of followers, to whom situational theories of leadership are treated as passive objects rather than active subjects. Attempts by researchers to correct this omission have led to the emergence of interactionist theories of leadership. The transition from static situational models to dynamic interactionist theories, which view leadership as a process of interaction between a leader and his followers, was the next progressive stage in the development of leadership theories. Interactionist theories do not deny the knowledge gathered by researchers in the previous stages of development of the science of leadership. On the contrary, they take into account the personal characteristics of the leader, and his behavioural styles, and situational factors - but add to these components another important component: the process of interaction between the leader and followers. Thus, interactionist theories of leadership offer researchers not only the most modern, but also the most complete approaches to the study of leadership. These are multifactorial theories that take into account the character of the leader, and his behaviour, and the peculiarities of the situation, and the process of interaction of the leader with followers.

References

1. Avolio, B.J., Bass, B.M., & Jung, D.I. (1999). Re-examining the components of transformational and transactional leadership using the Multifactor Leadership. Journal of Occupational and Organizational Psychology, 72, 441-462.
2. Alifanov, S. (1991). Osnovnye napravlenija analiza liderstva [The main directions of leadership analysis]. Voprosy Psihologii, 3, 90-96 [in Russian].
3. Bass, B.M. (1998). Transformational leadership: Industry, military, and educational impact. Mahwah, NJ : Erlbaum.
4. Bass, Bernard M. (1985). Leadership and performance beyond expectations. New York : Free Press; Collier Macmillan.
5. Bass, Bernard M. (1999). Two Decades of Research and Development in Transformational Leadership. European Journal of Work and Organizational Psychology, 8, 9-32.
6. Bass, Bernard M., & Avolio, B.J. (1990). Developing transformational leadership: 1992 and beyond. Journal of European Industrial Training, 14.
7. Bass, Bernard M., & Avolio, B.J. (1994). Improving Organizational Effectiveness Through Transformational Leadership. Thousand Oaks, CA : SAGE Publications.
8. Bass, Bernard M., & Riggio, R.E. (2005). Transformational Leadership (2nd ed.). Mahwah, N.J : Psychology Press.
9. Bass, Bernard M., & Stogdill, R.M. (1990). Bass & Stogdill’s Handbook of Leadership: Theory, Research, and Managerial Applications. Simon and Schuster.
10. Bem, D.J., & Allen, A. (1974). On predicting some of the people some of the time: The search for cross-situational consistencies in behavior. Psychological Review, 81, 506-520.
11. Blanchard, K.H. (1985). SL II, a situational approach to managing people. Escondido, CA : Blanchard Training and Development.
12. Bogler, R. (2001). The Influence of Leadership Style on Teacher Job Satisfaction. Educational Administration Quarterly, 37, 662-683.
13. Bolkan, S., & Goodboy, A.K. (2009). Transformational leadership in the classroom: Fostering student learning, student participation, and teacher credibility. Journal of Instructional Psychology, 36, 296-307.
14. Bono, J.E., & Judge, T.A. (2004). Personality and transformational and transactional leadership: A meta-analysis. The Journal of Applied Psychology, 89, 901-910.
15. Burns, J. M. (1978). Leadership. New York : Harper & Row.
16. Bycio, P., Hackett, R.D., & Allen, J.S. (1995). Further assessments of Bass’s (1985) conceptualization of transactional and transformational leadership. Journal of Applied Psychology, 80, 468-478.
17. Campbell, D. (1991). Manual for the Campbell Leadership Index. Minneapolis, MN : National Computer Systems.
18. Charbonneau, D. (2004). Influence tactics and perceptions of transformational leadership. Leadership & Organization Development Journal, 25, 565-576.
19. Ekvall, G., & Arvonen, J. (1994). Leadership Profiles, Situation and Effectiveness. Creativity and Innovation Management, 3, 139-161.
20. Fiedler, Fred E. (1970). Personality, motivational systems, and behavior of high and low LPC persons (p. 38). Washington: University of Washington.
21. Fiedler, Fred Edward. (1967). Theory of Leadership Effectiveness. New York : McGraw-Hill Inc., US.
22. Ghosh, B. (2000). Human Resource Development and Management. New Delhi : Sangam Books Ltd.
23. Greenleaf, R.K. (1970). The Servant as Leader, The Robert K. Indianapolis, IN : Greenleaf Center.
24. Greenleaf, R.K., & Spears, L.C. (2012). Servant Leadership: A Journey Into the Nature of Legitimate Power and Greatness. New Jersey : Paulist Press.
25. Grudzinskaja, E.Ju. (2006). Effektivnoe liderstvo v upravlenii chelovecheskimi resursami s ispol'zovaniem informacionnyh tehnologij [Effective leadership in human resource management using information technology]. Nizhnij Novgorod: Nizhegorodskij gosudarstvennyj universitet im. N.I. Lobachevskogo [in Russian].
26. Hemphill, J., & Coons, A. (1957). Development of the leader behavior description and measurement. Columbus: Business Research, Ohio State University, 1-18.
27. Hersey, P., & Blanchard, K.H. (1969). Life cycle theory of leadership. Training & Development Journal, 23, 26-34.
28. Hersey, Paul, Blanchard, K.H., & Johnson, D.E. (2012). Management of Organizational Behavior: Leading Human Resources (10th ed.). Boston : Pearson.
29. House, R.J. (1971). A path goal theory of leader effectiveness. Administrative Science Quarterly, 321-339.
30. House, R.J. (1977). A 1976 Theory of Charismatic Leadership. In J. G. Hunt & L. L. Larson (Eds.), Leadership: The Cutting Edge (pp. 189–207). Carbondale, IL: Southern Illinois University Press.
31. House, R.J. (1996). Path-goal theory of leadership: Lessons, legacy, and a reformulated theory. The Leadership Quarterly, 7, 323-352.
32. House, R.J., & Mitchell, T.R. (1974). Path-goal theory of leadership. Journal of Contemporary Business, 3, 81-97.
33. House, R.J., Shane, S.A., & Herold, D.M. (1996). Rumors of the death of dispositional research are vastly exaggerated. The Academy of Management Review, 21, 203-224.
34. Howard, P.J., & Howard, J.M. (1995). The Big Five Quickstart: An Introduction to the Five-Factor Model of Personality for Human Resource Professionals. Retrieved April 13, 2016, from http://eric.ed.gov/?id=ED384754
35. Hughes, R.L., Ginnett, R.C., & Curphy, G.J. (2014). Leadership: Enhancing the Lessons of Experience. New York : McGraw-Hill Education Limited.
36. Hunter, E.M., Neubert, M.J., Perry, S.J., Witt, A., Penney, L.M., & Weinberger, E. (2013). Servant leaders inspire servant followers: Antecedents and outcomes for employees and the organization. The Leadership Quarterly, 24, 316-331.
37. Jaramillo, F., Grisaffe, D.B., Chonko, L.B., & Roberts, J.A. (2009). Examining the Impact of Servant Leadership on Sales Force Performance. Journal of Personal Selling & Sales Management, 29, 257-275.
38. Kahn, R.L., & Katz, D. (1968). Leadership Practices in Relation to Productivity and Morale. In D. Cartwright & A. Zander (Eds.), Group Dynamics, Research and Theory (3rd ed.). New York: Harper & Row.
39. Kim, J.-G., & Lee, S.-Y. (2011). Effects of transformational and transactional leadership on employees’ creative behaviour: Mediating effects of work motivation and job satisfaction. Asian Journal of Technology Innovation, 19, 233-247.
40. Kurland, H., Peretz, H., & Hertz-Lazarowitz, R. (2010). Leadership style and organizational learning: The mediate effect of school vision. Journal of Educational Administration, 48, 7-30.
41. Laub, J.A. (1999). Assessing the servant organization: Development of the servant organizational leadership assessment (SOLA) instrument (Florida Atlantic University). Florida Atlantic University, Boca Raton, Florida.
42. Leithwood, K., & Sun, J. (2012). The Nature and Effects of Transformational School Leadership A Meta-Analytic Review of Unpublished Research. Educational Administration Quarterly, 48, 387-423.
43. Lewin, K., Lippitt, R., & White, R.K. (1939). Patterns of Aggressive Behavior in Experimentally Created “Social Climates.” The Journal of Social Psychology, 10, 269-299.
44. Liden, R.C., Wayne, S.J., Zhao, H., & Henderson, D. (2008). Servant leadership: Development of a multidimensional measure and multi-level assessment. The Leadership Quarterly, 19, 161-177.
45. Mischel, W. (1973). Toward a cognitive social learning reconceptualization of personality. Psychological Review, 80, 252-283.
46. Nahavandi, A. (2012). The Art and Science of Leadership. New York: Pearson Education.
47. Nelson, D.L., & Quick, J.C. (2012). Organizational Behavior: Science, The Real World, and You (8th ed.). Mason, OH: South-Western College Pub.
48. Northouse, P.G. (2015). Leadership: Theory and Practice (7th ed.). Los Angeles : SAGE Publications, Inc.
49. Patterson, K.A. (2003). Servant leadership: A theoretical model. Regent University. Dissertation Abstracts, UMI, 3082719.
50. Pierce, J.L., & Newstrom, J.W. (2011). Leaders and the Leadership Process (6th ed.). New York : McGraw-Hill.
51. Radyuk, O.M., Basinskaya, I.V., & Nehvjadovich, I.G. (2016). Teorija liderskih kachestv i pjatifaktornaja model' lichnosti [Leadership theory and the five-factor personality model]. Sovremennye evrazijskie issledovanija, (4), 108-112 [in Russian].
52. Radyuk, O.M., Basinskaya, I.V., & Nehvjadovich, I.G. (2017). Osnovnye faktory jeffektivnosti v povedencheskih teorijah liderstva [The main factors of effectiveness in behavioral leadership theories]. Liderstvo i menedzhment, 4(2), 99-107 [in Russian].
53. Radyuk, O.M., Basinskaya, I.V., & Nehvjadovich, I.G. (2020). Preimushhestva i ogranichenija situacionnyh teorij liderstva [Benefits and Limitations of Situational Leadership Theories]. Metodi і tehnologії zagal'noї і socіal'noї psihologії ta psihoterapії v umovah suchasnogo suspіl'stva/ Materіali ІV naukovo-praktichnoї konferencії z mіzhnarodnoju uchastju (21 travnja 2020 roku, m. Kiуv) (pp. 181-184). Kiуv : NPU іmenі M.P.Dragomanova [in Ukrainian].
54. Reed, L.L., Vidaver-Cohen, D., & Colwell, S.R. (2011). A New Scale to Measure Executive Servant Leadership: Development, Analysis, and Implications for Research. Journal of Business Ethics, 101, 415-434.
55. Robbinz, S.P. (2006). Osnovy organizacionnogo povedenija [Fundamentals of Organizational Behavior]. Moskva : Vil'jams [in Russian].
56. Rosenbach, W.E., Taylor, R., & Youndt, M.A. (2012). Contemporary Issues in Leadership (7th ed.). Boulder: Westview Press.
57. Sadeghi, A., & Pihie, Z.A.L. (2012). Transformational leadership and its predictive effects on leadership effectiveness. International Journal of Business and Social Science, 3.
58. Sheklton, V. (2003). Psihologija liderstva v biznese [Business leadership psychology]. : «Piter» [in Russian].
59. Schneider, B. (1983). Interactional psychology and organizational behavior. Research in Organizational Behavior, 5, 1-31.
60. Spears, L.C. (2004). Practicing servant-leadership. Leader to Leader, 2004, 7-11.
61. Stogdill, R.M. (1948). Personal factors associated with leadership: A survey of the literature. The Journal of Psychology, 25, 35-71.
62. Stone, A. Gregory, Robert F. Russell, & Kathleen Patterson. (2004). Transformational versus servant leadership: A difference in leader focus. Leadership & Organization Development Journal, 25, 349-361.
63. Stone, A.G., & Patterson, K. (2005). The History of Leadership Focus. Servant Leadership Research Roundtable. Unpublished Conference Proceedings. Available from https://www.regent.edu/acad/global/publications/sl_proceedings/2005/
    stone_history.pdf. Presented at the Virginia Beach, Virginia Beach, VA : Regent University.
64. Tracey, J.B., & Hinkin, T.R. (1994). Transformational leaders in the hospitality industry. The Cornell Hotel and Restaurant Administration Quarterly, 35, 18-24.
65. Valentine, J.W., & Prater, M. (2011). Instructional, Transformational, and Managerial Leadership and Student Achievement: High School Principals Make a Difference. NASSP Bulletin, 95, 5-30.
66. Vroom, V.H. (1964). Work and Motivation. New York : Wiley.
67. Walumbwa, F.O., Hartnell, A., & Oke, A. (2010). Servant leadership, procedural justice climate, service climate, employee attitudes, and organizational citizenship behavior: A cross-level investigation. Journal of Applied Psychology, 95, 517-529.
68. Wood, R.C. (1994). Organizational Behaviour for Hospitality Management. Oxford: Butterworth-Heinemann.
69. Woodruff, T.R. (2004). Executive pastors’perception of leadership and management competencies needed for local church administration (The Southern Baptist Theological Seminary). The Southern Baptist Theological Seminary.
70. Yukl, G.A. (2012). Leadership in Organizations (8th ed.). New York : Pearson Education.