Compare and contrast trait, functional, styles, situational, and transformational group

leadership and give an example of each.

What will be an ideal response?

The trait approach to leadership says that people are born with certain traits or cultivate
traits that will make them effective as a leader. Traits such as intelligence, confidence,
and enthusiasm are a few of the traits that effective leaders often possess. However,
having these traits alone does not necessarily mean that someone will be an effective
leader. As opposed to looking a certain traits, the functional approach identifies task
and process functions that will make leaders effective. In other words, a leader may be
intelligent and enthusiastic, but he or she must also be able to help the group get work
done, as well as help the group maintain a friendly climate. It?s not just about having a
certain personality; it?s also about what you do. Like the functional approach, the styles
approach identifies behaviors that leaders exhibit. Specifically, it looks at leader?s styles
of interacting with others, categorizing them as authoritarian, democratic, or laissez
faire. Unlike the functional approach, it does not prescribe what effective leaders do or
identify the most effective style. The situational approach states that the most effective
style depends on the situation and the type of group that the leader is dealing with at
the time. A leader is not stuck with one style like a personality trait, but he or she
should be able to adapt his/her leadership style to fit the situation. Like the styles
approach, the situational approach recommends that leaders adapt their styles based
upon the group?s needs. Like the functional approach, it examines the group?s task and
relationship behaviors. However, it also examines the group?s maturity level. Based
upon an assessment of the group?s task and maturity level, the situational approach
prescribes how directive the leader should be with the group.
Unlike the functional approach, the idea behind transformational leadership is less of a
prescription and more of a philosophy. It combines ideas from both the situational and
styles approach. The transformational leader is both a democratic and situational leader.
He or she develops relationships with people in the group in order to build trust, and
paints a picture of a shared vision to energize and motivate the group toward its goal.
A transformational leader must certainly also display the characteristics described in the
traits approach, be willing to follow through on task and process functions, and
effectively assess the needs of group members like the styles and situational
approaches.