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The Three Levels of Leadership is a modern (2011) leadership model. Designed as a practical tool for developing a person’s leadership presence, knowhow and skill, it aims to summarize what leaders have to do, not only to bring leadership to their group or organization, but also to develop themselves technically and psychologically as leaders. The Three Levels of Leadership model is notable for its attempt to combine the strengths of older leadership theories (i.e. traits, behavioral/styles, situational, functional) while addressing their limitations and, at the same time, offering a foundation for leaders wanting to apply the philosophies of servant leadership and “authentic leadership”. It was introduced in a 2011 book, ''The Three Levels of Leadership: How to Develop Your Leadership Presence, Knowhow and Skill'', by James Scouller.〔''Scouller, J. (2011). The Three Levels of Leadership: How to Develop Your Leadership Presence, Knowhow and Skill. Cirencester: Management Books 2000.'', ISBN 9781852526818〕 In Wikipedia and elsewhere it has been classified as an "Integrated Psychological" theory of leadership. It is sometimes known as the 3P model of leadership (the three Ps standing for Public, Private and Personal leadership). == Limitations of older leadership theories == In reviewing the older leadership theories, Scouller highlighted certain limitations in relation to the development of a leader’s skill and effectiveness:〔''Scouller, J. (2011), pp. 34-35.'' Also see the 〕 * Traits theory: As Stogdill (1948)〔''Stogdill, R.M. (1948). Personal Factors Associated with Leadership: a Survey of the Literature. Journal of Psychology, Vol. 25.''〕 and Buchanan & Huczynski (1997) had previously pointed out, this approach has failed to develop a universally agreed list of leadership qualities and “successful leaders seem to defy classification from the traits perspective”.〔''Buchanan, D. & Huczynski, A. (1997). Organizational Behaviour (third edition), p.601. London: Prentice Hall.''〕 Moreover, because traits theory gave rise to the idea that leaders are born not made, Scouller (2011) argued that its approach is better suited to selecting leaders than developing them. * Behavioral styles theory: Blake and Mouton, in their managerial grid model, proposed five leadership styles based on two axes – concern for the task versus concern for people. They suggested that the ideal is the "team style", which balances concern for the task with concern for people. Scouller (2011) argued that this ideal approach may not suit all circumstances; for example, emergencies or turnarounds. * Situational/contingency theories: Most of these (e.g. Hersey & Blanchard’s Situational leadership theory, House’s Path-goal theory, Tannenbaum & Schmidt’s leadership continuum) assume that leaders can change their behavior at will to meet differing circumstances, when in practice many find it hard to do so even after training because of unconscious fixed beliefs, fears or ingrained habits. For this reason, leaders need to work on their underlying psychology if they are to attain the flexibility to apply these theories (Scouller, 2011). * Functional theories: Widely-used approaches like Kouzes & Posner’s Five Leadership Practices model and Adair’s Action-Centered Leadership theory assume that once the leader understands – and has been trained in – the required leadership behaviors, he or she will apply them as needed, regardless of their personality. However, as with the situational theories, Scouller noted that many cannot do so because of hidden beliefs and old habits so again he argued that most leaders may need to master their inner psychology if they are to adopt unfamiliar behaviors at will. * Leadership presence: The best leaders usually have something beyond their behavior – something distinctive that commands attention, wins people's trust and enables them to lead successfully, which is often called "leadership presence” (Scouller, 2011). This is possibly why the traits approach became researchers’ original line of investigation into the sources of a leader’s effectiveness. However, that “something” – that presence – varies from person to person and research has shown it is hard to define in terms of common personality characteristics, so the traits approach failed to capture the elusive phenomenon of presence. The other leading leadership theories do not address the nature and development of presence. 抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』 ■ウィキペディアで「Three levels of leadership model」の詳細全文を読む スポンサード リンク
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