Some observations from my part of the world - more theoretical, and how it is applied.
In the norwegian mil we look at various theories on motivation, self-awareness and on applied leadership. The main ones are:
-Situational Leadership
-Maslow Hierarchy of needs
-McGregor's Theory X and Theory Y
-Johari's window
Situational Leadership:
Situational Leadership refers to the theory on various styles of leadership to apply based on the individual or group you are leading, and the task that needs to be accomplished. Factors that apply to the individual or group are ability to take responsibility for the task and relevant education and experience - defined as maturity.
We divide it into 4 different styles:
-Telling
-Selling
-Participating
-Delegating
A telling leadership style is characterized by one-way communication, and the leader provides the what, how, why, when and where
A selling leadership style means that the leader is still providing directions, but uses to-way communication to get the individual or group to buy into the process
A participating style means that the leader relies on shared decision-making on how the task should be accomplished
A delegating style means that the leader still makes decisions, but the how has been delegated to the individual or group. The leader still follows up on progress
Maturity levels are defined as:
High - Capable and willing
Moderate - Capable but unwilling
Moderate - Unable but willing
Low - Unable and insecure
Low maturity level means that they lack skills and are unwiling to do or take responsibility for the task
Moderate maturity level (Unable but willing) means that they are novice and enthusiastic, they want to work on the task, but don't know how
Moderate maturity level (Capable but unwilling) means that they know how to perform the task, but have no motivation or confidence to do it
High maturity level means that the group or individual has the necessary training and experience to carry out the task, in addition to having the motivation and willingness to both do and take responsibility for the task
Leadership styles must vary based on the task and the maturity levels of the individual or group. Maturity levels are also task dependant.
Maslow's Hierarchy of needs
Maslow's Hierarchy of needs is a theory on motivation, most often presented as a pyramid, where the most fundamental needs are on the bottom, and the various phases of growth on the following levels. The levels of need are (bottom to top
Physiological
Safety
Love/belonging
Esteem
Self-actualization
Physiological needs are described as the physical needs an individual requires in order to survive; air, water, food, clothes etc
Safety needs are described as covering physical safety, financial safety, health and well-being. The absence of these can have adverse effects on an individuals ability to cope with different situations
Love/belonging covers friendship, intimacy and family. It is based on the theory that humans need to feel a sense of belonging and acceptance
Esteem covers acceptance and being valued by others, and recognition.
Self-actualization covers the realization of identified or desired potential
The theory states that each level needs to be fulfilled prior to progressing to the next one, but that assumption is somewhat flawed. In the military, there will often be situations where aspects of each level are lacking, but people are still able to function normally and motivate themselves in order to perform; lack of sleep, food, exhaustion, reduced personal safety (deployed to war zones) etc.
McGregor's Theory X and Theory Y
Theory X and Theory Y are theories on human management and motivation. They describe two contrasting models on how to motivate groups or individuals.
Theory X is based on a pessimistic assumption of the worker, that they are less competent/smart and lazier than the leadership, and as such, require a more hands on style of leadership.
Theory Y is based on the assumption that workers are highly motivated, enjoy working and seek improvement without requiring rewards. Theory Y results in a more democratic approach to leadership.
Johari's Window
Johari's Window is a tool used to promote self-awareness and self-growth, in relation to one self, and relationships with others. It is presented as a window, with four sections. The sections are:
Open
Hidden
Blind
Unknown
The Open section refers to attributes - positive and negative - that are known to both one self and others.
The Hidden section refers to attributes - positive and negative - that are known to you, but not others.
The Blind section refers to attributes - positive and negative - that are unknown to you, but known to others
The Unknown section refers to attributes - positive and negative - that are unknown to you and others
The model uses a list of 57 adjectives that are used to describe each attribute.
These are some basic models and theories that can be used to develop leaders, individuals and organizations, and on how to apply leadership properly.