Matrix of Leadership and Management Development Timeline

Year Theory Proponents, Advocates Program

1840s Great Man Theory Thomas Carlyle The Great Man theory assumes
that the traits of leadership are
intrinsic. That simply means that
great leaders are born they are not
made. This theory sees great
leaders as those who are destined
by birth to become a leader.
1880s – 1890s Scientific Management Theory Frederick Winslow Taylor The goal of Scientific
Management was to find this “one
best way” of doing things as
efficiently as possible. He and his
associates were among the first
individuals to study work
performance scientifically.
Taylor’s philosophy emphasized
the fact that forcing people to
work hard wasn’t the best way to
optimize results. Instead, Taylor
recommended simplifying tasks
so as to increase productivity.
1910-1948 Trait Theory Ralph Stogdill The trait theory of leadership
focuses on identifying different
personality traits and
characteristics that are linked to
successful leadership across a
variety of situations.
1929 Taylorism Fred W. Taylor Scientific Management Theory
1932 The Hawthorne Studies Elton Mayo The behavioral assumptions of
scientific management
1946 Organization Development Kurt Lewin Organizational Behavior
1949 Sociotechnical Systems Theory Eric Trist Frederick Taylor's scientific
management
1950-1970 Behavioral Theory Katz, Maccoby, Gurin and Floor Behavioral theories of leadership
in 1951, and Stogdill and Coons are classified as such because
 Matrix of Leadership and Management Development Timeline

in 1957 they focus on the study of specific

behaviors of a leader. For
behavioral theorists, a leader
behavior is the best predictor of
his leadership influences and as a
result, is the best determinant of
his or her leadership success.
1954 Hierarchy of Needs Abraham Maslow Motivation and Personality

Leadership/Management Peter Drucker The Practice of Management

1959 Hygiene and Motivational Factors Frederick Herzberg Maslow's Hierarchy of Needs
1960 Theory X and Theory Y Douglas McGregor Design and implementation of
personnel policies and practices
Late 1960s Action Learning Reginald W. Revans Productive change in the
organization
1964 Management Grid Robert Blake and Jane Mouton Management styles and relations
1967 Contingency Theory Fred Fiedler Fiedler's Contingency Theory of
Leadership states that your
effectiveness as a leader is
determined by how well your
leadership style matches the
situation.

1970 Servant Leadership Theory Robert Greenleaf Servant Leadership is a recent

theory of leadership that argues
that the most effective leaders are
servants of their people. Servant
leaders get results for their
organization through whole-
hearted attention to their
followers and followers’ needs.
1978 Performance Technology Tom Gilbert Human Competence: Engineering
Worthy Performance
1990 onwards Leader-Follower Theory Hogg One perspective of the leader-
follow theory presents evidence
 Matrix of Leadership and Management Development Timeline

that leaders exist because of

followers and followers exit
because of leaders (Hogg, 2001).
Hence, social identity theory goes
to the heart of relationship
building and effective
communication linkages that
must exist between leaders-
followers and followers-
followers.
1985-2010 Transformational Leadership James MacGregor Burns, Bernard Transformational leadership is
Theory M. Bass defined as a leadership approach
that causes change in individuals
and social systems. In its ideal
form, it creates valuable and
positive change in the followers
with the end goal of developing
followers into leaders.
2009 Drive Theory (Motivation) Edward L. Deci Drive: The Surprising Truth
About What Motivates Us
2014 Contextual Leadership Theory Anthony Mayo and Nitin Nohria The ability to understand an
evolving environment, and to
capitalize on those evolving
trends. They have applied it to
firms in changing markets over
the past century. Steve Jobs at
Apple, for example, had a keen
ability to pinpoint consumer
trends.
2015 – 2017 System Leadership Theory Senge, Hamilton, and Kania Building on decades of leadership
research and practice, and raising
questions about our collective
responsibility for solving wicked
problems, we can understand
some of the characteristics of –
 Matrix of Leadership and Management Development Timeline

and need for – true system

leadership. Much like Jim
Collins’ Level 5 leaders (2001),
they have deep humility and
fierce professional resolve. The
difference is that they have
moved from individual to
collaborative responsibility for
the whole
Sources:
https://www.langston.edu/sites/default/files/basic- http://www.leadmcg.com/success/index.php?
option=com_content&view=article&id=133:leader-follower-theory&catid=49:lead-publications&Itemid=103 content-
files/TransformationalLeadership.pdf
https://leadersquest.org/content/documents/A_short_history_of_leadership_theories.pdf
https://corporatefinanceinstitute.com/resources/careers/soft-skills/management-theories/
https://www.villanovau.com/resources/leadership/great-man-theory/
http://www.nwlink.com/~Donclark/history_management/management.html