Content area
Full text
Keywords Theory, Leadership, Organizational structure, Values
Abstract Modernist theories in leadership were traditionally dominated by masculine incorporation and lacked feminine presence in development and language. The synergistic theory of leadership (SLT) seeks to explicate the need for a post-modernist leadership theory by providing an alternative to, and not a replacement for, traditional theories. Six aspects particular to the SLT influence the ideas and include issues concerning diversity and the inclusion of the female voice in the theory. Four factors are key to the relational and interactive nature of the theory, which provides a useful framework for building and understanding the interdependent relationships. In a tetrahedron model, the theory uses four factors, including leadership behavior, organizational structure, external forces, and attitudes, beliefs, and values to demonstrate aspects not only of leadership but its effects on various institutions and positions. Developed through a qualitative approach, the theory has been validated qualitatively and quantitatively nationwide and is currently being validated internationally.
Received March 2001
Revised October 2001
Accepted December 2001
The current issue and full text archive of this journal is available at http://www.emeraldinsight.com/0957-8234.htm
The synergistic leadership theory
For two decades theories in leadership and management have been challenged for failure to include feminine presence or voice in the theory development (Brown and Irby, 1994; Shakeshaft and Nowell, 1984). In an early analysis of leadership theories, Shakeshaft (1989) found gender-biased language and the absence of females in related research studies. In 1999, we examined 24 leadership theories (Table I) commonly taught in leadership and management courses, focusing on the original development of each theory as well as the theory itself. These theories were examined for:
* the inclusion of the female experience and attitudes;
* gender as a significant variable in development of the theory;
* females in the sample population;
* use of non-sexist language; and
* generalizability of the theory to both male and female leaders (Brown et al., 1999; Irby et al., 1999).
Nine generalizations emerged:
(1) "Great menu leadership models excluded the female experience in theory development.
(2) Theory development was limited to males, as corporate leadership positions were exclusive to males.
(3) Male-dominated agencies and/or corporations sponsored many of the studies which led to leadership theories: military; Xerox corporation;