Articles Critique

Articles Critique

This paper presents critiques of the articles mentioned in the list of references in a concise and comprehensive way.

Situational theorists studied environmental contexts that promote leader emergence—noting that circumstances, time, and location largely determine when, how, and who will emerge as a leader. The theory directly contrasts trait theories that exclude leaders from the situational contexts.

(Vecchin, 2007) mentions personal situational theorists proposed that it is an interaction of personal traits and situational factors that explain leader emergence, maintaining that neither traits nor situations alone account for leadership. Various theorists stressed the construct of fitting leader talents to the demands brought by particular situations and the importance of followers to the leader emergence, noting that theories must address the interplay of situations and the individuals. The theories have widespread application in predicting leadership potential and in matching individuals' background experiences, traits, and skills to job requirements.

Led by Fred E. Fiedler, contingency theory was a primary theory for over 40 years, stressing that the situation imposes demands on leaders who operate from two primary constructs—that of being task oriented or being relations oriented. These constructs were determined by how leaders judge their least preferred coworker (Vecchin, 2007). The concept of situational favorableness related to a leader's ability to be held in esteem by followers have legitimacy and power and lead a task that was structured, clear, and easily solved. Theorists maintained that task-oriented leaders succeed in situations with either high or low favorableness, and relations-oriented leaders succeed most in situations between the favorableness extremes.

Interaction theories grounded in social learning explain leadership through the lens of the leader-subordinate relationships. Theories are characterized by leader emergence resulting from interactions between demands of the individual and the situation. Leaders demonstrate behaviors based on how they perceive that others see them as leaders (Vecchin, 2007).

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