Contemporary leadership theory defines leadership as a dynamic process that is enacted and exchanged, rather than a fixed attribute residing solely within an individual. This perspective shifts the focus from a leader’s innate characteristics or a static position to the continuous, fluid interaction between people. Understanding this fundamental change in definition is paramount for professionals seeking to advance their careers and for organizations aiming to cultivate resilience and adaptability.
Defining Leadership as a Dynamic Process
Leadership is a complex, dynamic exchange relationship built over time between multiple parties working toward a mutually desired goal. This definition emphasizes that leadership is not a set of qualities a person has, but a continuous series of actions and interactions a person does with others. It highlights a working relationship that evolves and changes based on the needs of the collective and the environment.
This perspective views leadership as a non-linear phenomenon, where influence is shared and flows in multiple directions. The goal is not simply compliance but the achievement of a shared objective through the coordinated efforts of everyone involved.
Key Components of the Leadership Process
The leadership process fundamentally consists of three interacting elements: the Leader, the Followers, and the Communication/Influence Loop that connects them. The Leader is often the initiator of influence, guiding the group and providing resources to meet maintenance and task-related needs. This person helps set the tone and direction for the group’s activity toward goal attainment.
Followers are not passive recipients but are active participants who co-create the process and influence the leader just as much as they are influenced. Their readiness, expectations, and personality determine which leadership style will be most effective. The reciprocal nature of influence means the working relationship is a constant feedback loop, where the actions and reactions of one party continually shape the behaviors and outcomes of the other.
How the Process View Differs from Trait and Skill Approaches
Historically, the Trait approach dominated, focusing on the innate qualities a person possessed, such as intelligence, sociability, or determination. This view struggled to account for contextual factors and failed to consistently predict leadership success across different situations, leading to its decline by the late 1940s. The subsequent Skills approach shifted focus to learned proficiencies and behaviors, examining what a leader can do, such as technical or conceptual skills.
In contrast, the process view focuses entirely on the interactive event and the relationship, centering on what the leader does with others to achieve a shared purpose. This perspective makes leadership accessible to a much wider range of people, as it is based on developing relational skills rather than inheriting specific traits.
Major Models Illustrating the Leadership Process
Several influential theories illustrate leadership as a continuous process of diagnosis, adaptation, and exchange. The Situational Leadership model, developed by Hersey and Blanchard, is a prime example, positing that effective leaders must adapt their style to the Performance Readiness level of the follower. This requires the leader to continuously diagnose the follower’s ability and willingness for a specific task, then adapt their directive and supportive behaviors accordingly.
The Transformational and Transactional Leadership models also highlight a dynamic process of exchange and elevation. Transactional leadership is a process of exchange, where the leader clarifies expectations and provides rewards or punishments contingent upon performance. Transformational leadership, however, is a process of inspiration and motivation, where the leader raises the follower’s awareness of shared objectives and encourages them to transcend self-interest for the good of the organization. Both models require an ongoing, responsive relationship between leader and follower.
The Role of Context and Situation in the Leadership Process
The context and situation surrounding the leader-follower relationship are powerful variables that constantly moderate the leadership process. Context includes factors such as organizational culture, available resources, task structure, and the presence of external crises like economic downturns or rapid technological change. These variables force the leadership process to continually shift.
A change in context, such as a shift to a remote work model, demands a corresponding shift in the influence loop and leader behavior. The environment influences the leader and the followers, and both, in turn, can influence the context through successful outcomes or resistance. This dynamic interplay ensures that the leadership process is never static, remaining highly dependent on the circumstances in which it is enacted.
Practical Benefits of Viewing Leadership as a Process
Viewing leadership as an ongoing process provides significant practical benefits for career development and organizational performance. Since the process is based on observable behaviors and learned interactions, it makes leadership accessible to anyone, regardless of their position or initial personality traits. This reframing encourages continuous self-improvement and skill development, such as enhancing communication and emotional intelligence.
For organizations, this perspective promotes a culture of shared responsibility, where followers are empowered to take ownership and exert influence. It fosters adaptability by encouraging leaders to constantly diagnose and adjust their approach based on situational needs and follower feedback. Ultimately, understanding leadership as a fluid process allows professionals to be more intentional, responsive, and effective in navigating their careers and contributing to organizational success.