As per the theoretical approach, it was essential to the organizations to streamline departmentalized efforts towards the achievement of group objectives. Subsequently, the period of 20th century witnessed developments in management thoughts to a great extend. The experts of sophisticated application of management experimented in the new fields of business administration and formulated different schools of management thoughts. Until 1940, the Greatman theory and Trait theory were the foundation of leadership research among which Greatman theory believed that some are born to lead and some are born to be led; whereas Trait theory proposed that people who have certain personality traits become leaders (Marquis and Huston, 37).
Spiritual leadership was gradually overpowered by the demanding might of organizational leadership which constituted much to the effect of business. As a result of the French revolution and English administration in various part of the world, people realized the need for a change in leadership styles. Trait theories that modulated the organized pattern of management thoughts shifted the focus of the study from certain leaders to leadership as a concept. The new approach intended more on practice than philosophy of leadership.
Foremost among the developments was the introduction of scientific management thinking. The traditional ways of managing groups were considerate of only the assignments and their accomplishment. But the employers by the end of 19th century realized the importance of employee’s involvement in the controlling process of management affairs. While Frederick W Taylor (1911) found this strategy, Frank and Lillian Gilbreth and Henry Gnatt were the propagators of the theory. The effect of the new approach showed rapid progress in the productivity and the companies became able to create a systematic way to improve efficiency.
Early 1900s began to see the intervention of more liberated involvement
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