Create an eight-page slide PowerPoint presentation (excluding the title and references slides) that highlights three key ways in which leadership and management theory has evolved from the industrial age to the present.

Evolution of TheoryImagine that you have been asked to deliver a presentation about the evolution of leadership to a high school management class. Create an eight-page slide PowerPoint presentation (excluding the title and references slides) that highlights three key ways in which leadership and management theory has evolved from the industrial age to the present. Use four outside sources in addition to the required readings to support the statements made within your presentation. Also, within the PowerPoint presentation, incorporate at least 100 words of speaker notes for each content slide.APA FormatSize 12 FontTimes New RomanDouble-Spaced4 sources *INSTRUCTOR GUIDANCE*Participative LeadershipMany researchers have concluded that participative leadership (PL) is the most effective type of leadership. PL tends to create higher productivity, more input from group members, and enhanced morale. PL works best when group members are motivated to share their knowledge with others. One of the main benefits of PL is related to the fact that PL encourages group members to freely share their ideas based on their diverse perspectives and knowledge. As a result, the end product/solution is stronger. One major drawback of PL is the amount of time it takes to determine solutions as a collective (Martindale, 2011).Similar to the concept of PL, empowerment also has a positive impact on workplace performance. Yukl (2002) describes psychological empowerment in detail. Of importance to note are his statements regarding the relationship between leaders and empowerment: “Leaders can affect the psychological empowerment of followers in many ways, and participative leadership and delegation are only two of the relevant behaviors. Whether an employee feels powerful or powerless also depends on aspects of the job, the organization, and the employees” (Yukl, 2002, p. 111).Additional information- and a short video- about PL can be found at: https://psychologia.co/participative-leadership/ (Links to an external site.)Contingency TheoriesAs discussed by Yukl (2002), contingency theories describe how certain aspects of a situation impact a leader’s influence and effectiveness.The path-goal theory is concerned with how the leader’s task-oriented behavior and support influence a follower. If the follower understands his/her role and feels supported, then he/she will perform better. Yukl (2002) states: “The effect of a leader’s actions on subordinate satisfaction is not necessarily the same as the effect on subordinate performance. Depending on the situation, leader behavior may affect satisfaction and performance the same way, or both differently, or one but not the other” (p. 212).Leadership substitutes theory “de-emphasized the importance of formal leaders by showing how their influence can be replaced by work design, reward systems, informal peer leadership, and self-management. As such, the theory helped to encourage more of a systems perspective on leadership processes in groups and organizations” (Yukl, 2002, p. 220). For example, repetitive tasks and redundancy negate the effects of leaders and often make the leader ineffective.According to Hershey and Blanchard (1977), the driving belief of situational leadership is that a “best” style of leadership does not exist. Instead, leadership is dependent on the task at hand. The most effective leaders are those who have the ability to adapt their leadership approach to the ability and willingness of the individual or group they are trying to influence. The situational leadership model includes two important characteristics: leadership style and the individual/group’s maturity level.Cognitive resources theory explores the circumstances by which group performance is related to cognitive resources such as intelligence and experience. The theory postulates that a leader’s effectiveness is predicted by intelligence in low stress situations, and by experience when under high stress conditions (Yukl, 2002).Adaptive LeadershipAdaptive Leadership (AL) is one of the more recent theories presented in course materials. AL focuses on the adaptations needed by people to adequately address changing environments. Adaptive leaders mobilize, motivate, organize, orient, and focus followers. AL can is characterized by four principles: distributed leadership, an optimal talent mix, a transparent organizational culture, and mutual trust. In other words, an adaptive leader delegates responsibilities to team members, using member’s skills instead of only the skills of administrators. The culture of the organization/team is transparent, meaning it has well-defined goals, duties, and ground rules, with a strong amount of established trust that creates bonds among stakeholders (Yukl, 2002).Additional information about AL can be found by following these links: http://teamworkdefinition.com/adaptiveleadership/ (Links to an external site.) & https://www.slideshare.net/ASAFHUMAYUN/adaptive-leadership-59434946 (Links to an external site.)Leader–Member Exchange TheoryThe leader–member exchange (LMX) theory is an approach that focuses on the dyadic relationship between leaders and followers. LMX is based on the premise that leaders develop an “exchange” with each of their followers. The quality of these exchange relationships then influences followers’ responsibilities and decisions. Based on trust and respect, these relationships can be emotional and can go beyond the scope of employment. Leader–member exchanges often result in positive workplace experiences and encourage organizational effectiveness (Yukl, 2002).Charismatic & Transformational LeadershipWhile originally conceptualized as two distinct leadership styles, many scholars today view charismatic and transformational leaders as similar. For example, per both theories, the behaviors of leaders are often the same: inspiring followers, creating and sharing a compelling vision, appearing confident and optimistic. On the other hand, there are distinct differences. Transformational leaders empower followers; followers of charismatic leaders are dependent on the leader for guidance and direction. Charismatic leaders are rare and often emerge only under certain circumstances (for example, they create a new agency or appear during times of crisis). Transformational leaders are more common and address many different types of situations (Yukl, 2002).References (to use)Hersey, P., & Blanchard, K. H. (1977). Management of organizational behavior (3rd ed.). New Jersey/Prentice Hall.Martindale, N. (2011). Leadership Styles: How to handle the different personas. Strategic Communication Management, 15(8): 32–35.Yukl, G. (2002). Leadership in organizations (5th ed.). Upper Saddle River, NJ: Pearson/Prentice Hall.