Management and leadership style theories
The beginning of modern management thinking began with the Scientific Management (Taylor) and the Administrative School (Fayol); Before that, organizations were seen as bureaucratic systems in which only attention was paid to organizational processes. The Human Resource movement (Lewin) emerged in the 1940s and 1950s. That was more or less initiated by the findings of the Western Electric Hawthorne experiments; The HR movement brought attention to the relationship between leaders and their subordinates. The first typology of leadership styles was defined in the 1960s (Likert, New Patterns of Management); three types of leadership styles dominated the dialogue: the democratic leader, the autocratic leader and the 'laisser-faire' leader; thinking about 'good and bad' leadership dominated there. A more systematic approach to management and leadership style theories emerged through the development of the managerial grid (Fisher and Fleischman, Blake and Mouton): Attention to people/relationships versus task/results. In the early 1970s, Reddin came up with his 3-D theory in which he introduced the concept of Management Effectiveness. Hersey & Blanchard built on this further in the 1980s and developed the Situational Leadership Model. In the 1990s, the more dynamic context of organizations led to new theories focused on the difference between operational management and change management (transformational management): e.g. Ralph Stacey on 'Ordinary management' versus 'Extra-ordinary management'.1]
1] Ralph Stacey, Strategic Management and Organizational Dynamics, Ch. 3 Ordinary and Extraordinary Management.