
In honor of Women’s History Month, the O’Neill School is using our March blogs as a platform to highlight the women of O’Neill, including students, faculty, and alumni, and their work to make a difference in our communities.
Written by: Sara M. Johnson, FACHE, Director, IU Executive Education
Leadership theories have been around for many years and are often based on societal norms and the evolution of how people prefer to work. We’ve had the Great Man Theory, Trait Theory, Contemporary Theories, Contingency Theories, and more.
The most recent theory being studied is Shock Leadership Theory. This latest theory is based on the leadership behaviors that are necessary to lead during the pandemic and other volatile, uncertain, chaotic, ambiguous situations—known as VUCA situations—we may face as leaders.
In 2007, Warren Bennis said he thought that two of the primary threats to world stability were leadership in the context of increased globalization and pandemics. As it turns out, he was correct. When he made that statement 13 years ago, he had no way of knowing that these two would intersect the way they have in 2020 nor that the Shock Leadership Theory would emerge.
While leadership theories continue to emerge, they tend to focus on the behaviors that leaders should exhibit. Our own leadership development pursuits lead us to programs that help us discover ways in which we can behave differently as leaders—how to be more empathetic, how to be more authentic, how to lead with courage.