Leadership theories and styles

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Every company, no matter what industry they’re a part of or how big they are, needs
good leadership to be successful. Good leaders are a vital part of effective business
practices. And for most, being a good leader doesn’t come inherently. That’s why there
are entire degree programs dedicated to management and helping students become
great leaders in their business.
In the world of leadership there are many theories about how leadership works, what
makes good leaders, and how to be effective. There are many leadership styles that
managers can employ and their impact varies based on the group they are leading and
the industry they are in. These leadership theories explain how leadership styles work
within a company to bring success. If you are studying to become a business leader or
manager, it’s important to understand these different leadership theories and how they
impact your leadership and management style.

What is a leadership theory?

Leadership theories are the explanations of how and why certain people become
leaders. They focus on the traits and behaviors that people can adopt to increase their
leadership capabilities. Some of the top traits that leaders say are vital to good
leadership include:
 Strong ethics and high moral standards
 Great self-organizational skills
 Efficient learner
 Nurtures growth in employees
 Fosters connection and belonging
Research shows that these traits are considered the most important to leaders around
the world. And leadership theories help explain how leaders harness and develop these
traits. Recently leadership theories have been more formalized, making them easier to
understand, discuss, and analyze in action. 
Ralph Nader says “The function of leadership is to produce more leaders, not followers.”
This is considered transformational leadership—a leader can alter the perspective or
psychology of a follower and shift them to want to become a leader too. This suggests
that at the end of the day, leadership should be elevating and inspiring. Leaders should
push the people they lead to new heights, helping them to grow into what they know
they can become. Transformational leadership is an important psychological
perspective for leaders to study and understand if they want to really influence and
impact others. Different leadership theories address to create stronger and more
effective leadership, helping followers become encouraged to be leaders themselves. 
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Major leadership theories.

While there are dozens of leadership theories and psychology, there are a few that are
more well-known. These more common leadership theories are important to understand
and recognize, especially if you currently are, or are studying to be business leader in
the future. Understanding psychological and social impacts of effective leadership will
help you determine the kind of leader you want to be.
--Behavioral theory. The behavioral leadership theory focuses on how leaders behave,
and assumes that these traits can be copied by other leaders. Sometimes called the
style theory, it suggests that leaders aren’t born successful, but can be created based
on learnable behavior. Behavioral theories of leadership focus heavily on the actions of
a leader—this theory suggests that the best predictor of leadership success is viewing
how a leader acts. Action rather than qualities are the focal points of behavioral learning
theory. Patterns of behavior are observed and categorized as “styles of leadership” in
this theory. Some of the styles of leadership include task-oriented leaders, people-
oriented leaders, country club leaders, status-quo leaders, dictatorial leaders, and more.
At the end of the day, the actions and actual behaviors of a leader are what defines
success in this theory.
The behavioral theory has many advantages, primarily that leaders can learn and
decide what actions they want to implement to become the kind of leader they want to
be. It allows leaders to be flexible and adapt based on their circumstances. Another
great benefit of this leadership style is that it suggests anyone is capable of becoming a
leader. Some disadvantages of the behavioral theory are that while it allows flexibility, it
doesn’t directly suggest how to behave in certain circumstances. There are dozens of
leadership styles that stem from the behavioral theory, but there isn’t a right one for
every circumstance. 
A great example of the behavioral theory is looking at a task-oriented leader vs. a
people-oriented leader. If there’s a problem with a team, a task-oriented leader will look
at the process to see if something needs to be adjusted with the workflow. A people-
oriented leader will look at the individuals and go right to them, asking what the issue is.
Whatever behaviors you choose, the behavioral leadership theory helps leaders focus
on their actions and utilize their decisions to be a great leader.
--Contingency theory. The contingency leadership theory, sometimes called situational
theory, focuses on the context of a leader. These theories look at the situational effects
of the success or failure or a leader. A leader’s effectiveness is directly determined by
the situational context. While a leader’s personality is a small factor in their success, the
most important factor is the context and situation of the leader. This theory takes the
specific leadership styles and suggests that good leaders can adjust their leadership
style situationally. It also suggests that it may be best to find the right kind of leader for a
specific situation. Types of contingency theories include the Hershey and Blanchard’s
Situational Theory, the Evans and House Path-Goal Theory, and Fiedler’s Contingency
Theory.
The contingency theory has great advantages, including that leaders are able to be
effective no matter their situational context. However, this theory does have criticism
suggesting that there isn’t enough detail that goes into the context of any situation.
Contingency theory focuses on the importance of a situation, but may not focus enough
on the psychology of the employees or the company itself. It also may not focus enough
on how leadership styles can change over time. 
There are internal and external factors that impact a leader and their situation. The type
of company, the size of the team, and the innate leadership style of an individual are
internal factors. External factors may include the customer feelings and the
marketplace. All of these situations play a factor into the contingency theory. 
--Great Man theory. The great man theory of leadership, sometimes called the trait
theory, suggests that good leaders are born. They have innate traits and skills that
make them great, and these are things that can’t be taught or learned. The trait theory
suggests that leaders deserve to be in their position because of their special traits. 
There is a great amount of criticism for the trait theory, mainly that leaders are either
born or not, that there isn’t work or effort that is needed to be put in so you can become
a leader. This suggests that social or psychological leaders are predetermined and that
leaders are unable to come from the shadows—they are either chosen or not. There is
also criticism that most of the traits associated with this theory are inherently masculine,
and don't match the real psychology of good leaders. 
People cite Abraham Lincoln, Alexander the Great, Queen Elizabeth I, and many others
as their examples of the great man theory. These social giants utilized their skills to lead
nations. High levels of ambition and determination are usually seen in leaders that
appear to bring this theory to life. Today, leaders that climb to the top may view their
traits and abilities as part of the “great man” theory. So it may appear that leaders get to
their position based on their inherit gifts. 
--Management theory. The management theory is sometimes called transactional
leadership, and focuses on supervision, organization, and group performance.
Transactional leadership is a system of rewards and punishments, and transactional
leadership is regularly used in business. When employees do something successful,
managers reward them. When they fail, they may get punished. Transactional rewards
and punishments are given based on the idea that people really only do things for the
reward. Their psychology doesn't allow human beings to do things out of goodness, but
rather out of the promise of a reward.
The management leadership style can be extremely effective. Positive reinforcement is
known for working wonders with employees, encouraging and motivating them to
succeed. But there is lots of criticism around leadership that is strictly transactional as
well. Consequences and punishments can decrease morale in an organization,
negatively impacting employees. It can also be seen as a lazy leadership style—
rewards and punishments are a relatively simple way to lead employees.
A common example of this management style is a leader that offers a cash bonus for
employees who meet a goal. Or a leader who makes employees do extra paperwork if
they miss a deadline. 
--Participative theory. Participative leadership isn’t as common in the corporate world.
Sometimes called democratic leadership, this leadership theory suggests that
employees be directly involved in decision making in their organization. The leader
simply facilitates a conversation and then takes all the suggestions, and comes up with
the best possible action. In this theory, everyone is very involved with decisions for the
team and organization, with the leader simply helping direct the charge.
There are many advantages to this theory. Employees feel more engaged and
motivated when they are directly involved in decisions and outcomes for their company.
This theory is not without criticism however—some suggest that this type of style makes
leaders appear weak or unnecessary. It is also a criticism that leaders in this theory
don’t actually get the best outcomes, because they are too engaged in what people
want more than what the company needs. 
Bill Gates is a well known example of participative theory. While this theory is still hotly
debated, there are many examples of companies that work to incorporate employees
more in the decision making process. In this theory, a leader may have a meeting to ask
employees how to solve a particular problem. They encourage employees to be open
and honest about their thoughts. They take all the suggestions, and meet with other
leaders to discuss them. Leaders then make a decision based on the input from
employees and their own decision making. Employees tend to appreciate this style,
though it can be less effective overall. 
--Power theory. This theory looks at the way a leader utilizes their power and influence
to get things accomplished. French and Raven's Five Forms of Power is a commonly
known power theory of leadership. It looks at positional power and personal power and
how they impact leaders choices and outcomes. 
This theory may appear to be highly effective—leaders with great power may seem
highly efficient and get things done quickly. However, most employees don’t appreciate
power leadership. They want a leader who doesn’t wield power over them, but works
with them and encourages them. Thus the greatest criticism of this theory is that it
doesn’t reach the end goal of inspiring and encouraging employees, but rather makes
them feel dominated.
The power theory can be seen in organizations where hierarchy and promotion is key to
success. Employees in power theory companies see that their only way to influence
change or impact the company is to gain power of their own. This can result in low
morale, political, and cliquey climates in the office. 
--Relationship theory. The relationship theory of leadership focuses on leaders who
are mainly concerned about their interactions with others. They are often mentors for
employees, scheduling time to talk to them and working to meet their needs. These
kinds of leaders are focused on making work enjoyable for as many people as possible,
and they want to foster a positive work environment. Studies show that this kind of
leadership behavior can be the most effective for many employees. Relationship-
oriented managers often get better results from their employees.
There are many advantages to this kind of leadership. Employees feel confident in their
leader and want to follow them. They are also inspired to be good leaders to others.
Mentorship provides great opportunities to foster growth in employees, and encourages
them to stay at the organization for a longer period of time. There are some critics for
this kind of leadership however, including thoughts that relationship driven leaders may
be unwilling to view employees who are causing problems at face value, they can let
relationships get in the way of work, and they can be guided to favor people over
productivity. However, most experts agree that relationship driven leaders are actually
more effective at the end of the day.
An example of relationship theory would be a manager who takes a newer employee
under her wing. She works to help this employee understand how they fit within the
organization, encourage them to be open about questions and problems, and create a
positive working relationship. This employee then is encouraged to work hard, point out
issues, and help solve problems for the company.
If you’re an aspiring business leader attending school, it’s important to understand
leadership theories and how they impact you and your leadership style. Recognizing
what leadership style you gravitate toward, or what leadership theory you’d like to
employ, can help you determine how to be the most effective leader possible. It’s
valuable to recognize leadership theories and styles in the company you work for, and
understand what you can do to carry on that leadership theory or improve on it.
**

What is relationship theory in leadership?

What is relationship theory in leadership? (askinglot.com)

Relationship-oriented leadership theory describes a leader who is primarily motivated by and

concerned with her interactions with people. Relationship-oriented leaders often act as
mentors to their subordinates. They schedule time to talk with employees and incorporate their
feedback into decisions.

Task vs. Relationship Leadership Theories

One way to categorize leadership styles involves looking at the value of individual
employees. When the skills, strengths and goals of each employee are taken into
consideration when assigning tasks, the manager follows a relationship-based
leadership approach. However, when task completion remains the most important
factor and it doesn't matter who performs the task, leaders follow a task-based style
instead.

The Task-Based Leadership Approach

Task-based leadership focuses solely on the steps a manager must take to achieve a
particular goal. The manager assigns tasks to employees who are more or less
interchangeable. Leaders following a task-based approach don't spend much time
getting to know the strengths and weaknesses of their employees. All that's important
is for the task to be done on time and to the expected standard.

Efficiency and scalability represent significant advantages of a task-based leadership

approach. Once the desired procedure is developed, employees can be trained to
perform that procedure, allowing leaders to delegate tasks and track progress easily.

According to employee-recruitment company RFC, the primary disadvantage of task-

based leadership is that it stifles creativity and doesn't necessarily allow employees to
develop their strengths or interests. Employees may feel like a disposable cog in the
machine instead of a valued team member. These conditions can result in low morale
and high turnover.
The Relationship-Based Leadership Approach

Leaders who follow a relationship-oriented or people-oriented approach still rely on

procedures and assign tasks to employees, but they pay more attention to each
employee's strengths, weaknesses and professional goals in the process. Under a
relationship-based leadership style, creativity is encouraged. For example, a team
leader may describe the desired result but give employees some creative leeway in
how they choose to accomplish the task. A team leader might also assign a specific
task to someone looking to develop more experience in that area, such as an entry-
level marketer getting a chance to work on a print campaign for the first time.

Because this approach encourages leaders to see employees as individuals who have
needs and wants, a better work environment and company culture often results.
Morale, productivity and engagement remain high. Employees enjoy greater job
satisfaction and are less likely to quit for greener pastures.

Ideally, a relationship-based approach still emphasizes the importance of deadlines

and high-quality work like task-based leadership does. It addresses the drawbacks of
task-based leadership to create a productive, efficient, and enthusiastic workplace.
Relationship-based leadership only becomes disadvantageous when relationship-
building takes precedence over task completion. Team building and professional
growth have to strike a balance between high-quality work and work that's submitted
on time.

Which Leadership Style Is Best?

When it comes to a task-oriented vs. people-oriented leadership style, neither

approach is inherently best for every situation. As a 2019 article published in
the Journal of Leadership Education  points out, a blend of both proves most effective,
with each style being necessary at different stages of project management. Focusing
only on tasks can lead to low morale, but focusing only on relationships could result in
nothing getting done. Striking an appropriate balance should be the goal.

It's also important to consider the job at hand. Task-based leadership works just fine
for jobs where little creativity is required, such as assembly line or warehouse work.
It's helpful for leaders in these industries to get to know their employees to keep
morale up and communicate easily, but the task at hand doesn't change much based
on each team member's skills, strengths or weaknesses.

On the other hand, a relationship-based leadership tactic works well in situations

where employees must often make their own decisions while accomplishing a task,
such as design or problem-solving work. It's also a useful approach when one person's
extraordinary skill could make a significant difference in quality. For example, an
employee who always manages to give persuasive presentations could be in charge of
delivering the most important ones.

In respect to this, what is relational leadership theory?

a relational process of people together attempting to accomplish change or make a

difference to benefit the common good. This philosophy values being ethical and
inclusive. Doing - ?Using the knowledge and self awareness to lead a group to
achieving previously stated goals.

Additionally, why are relationships important in leadership? It's about having trust in

their knowledge of who and what they are leading, trust in why they have chosen to
lead, and trust in their ability to accomplish the vision and goals that have been set
forward. Through that relationship, leaders turn their constituents
into leaders themselves."

Consequently, what is relationship theory?

In a relationship, every individual has expectations from his/her partner.

A relationship without expectations is meaningless. According to Social
Exchange theory feelings and emotions ought to be reciprocated for a successful and
long lasting relationship.

What are the various theories of leadership?

While many different leadership theories have emerged, most can be classified as
one of eight major types:

1. 1. " Great Man" Theories.

2. Trait Theories.
3. Contingency Theories.
4. Situational Theories.
5. Behavioral Theories.
6. Participative Theories.
7. Management Theories.
8. Relationship Theories.

39 Related Question Answers Found

Who created relational leadership theory?
Hollander was one of the earliest scholars to adopt a focus on leadership as a relational process
(Hollander, 1958), a two-way influence and social exchange relationship between leaders and
followers (Hollander, 1979).
What does shared leadership mean?
Shared leadership. From Wikipedia, the free encyclopedia. Shared leadership is a leadership style
that broadly distributes leadership responsibility, such that people within a team and organization
lead each other.
What is the meaning of transactional leadership?
Transactional leadership is a style of leadership in which leaders promote compliance by followers
through both rewards and punishments. Unlike transformational leaders, those using the
transactional approach are not looking to change the future, they look to keep things the same.
What are the five elements of the relational leadership model?
A model consisted of five components (Purpose, Inclusive, Empowering, Ethical, and Process) that
focuses on a group or organization's positive social development and advancement. Each
component can be applied into the Knowing-Being-Doing framework of an exemplary leader.
What is authentic leadership theory?
Authentic leadership is an approach to leadership that emphasizes building the leader's legitimacy
through honest relationships with followers which value their input and are built on an ethical
foundation. Generally, authentic leaders are positive people with truthful self-concepts who promote
openness.
What is inclusive leadership?
Inclusive leaders are people-oriented, great listeners, able to tap into the talents and motivations of
their teams. They are patient, understanding, soft-spoken, and genuinely interested in others. A
preference for the familiar can keep this type of leader from initiating or embracing change.
What is rational leadership?
The Relational Model. • Relational Leadership is defined as a relational process of people together
attempting to accomplish change. or make a difference to benefit the common good. • This
philosophy would value being ethical and inclusive.
What is the relational approach?
A 'relational approach' can be defined as: being mindful of our relationship with our client, and using
opportunities to support clients in forming and sustaining quality relationships. Ag Eisteacht
advocates a relational approach across a spectrum of support.
What are 4 types of relationships?
There are many different types of relationships. This section focuses on four types of relationships:
Family relationships, Friendships, Acquaintanceships and Romantic relationships.
What is the relationship rules theory?
The relationships rules theory asserts that relationships are held together by the observance of
definite rules, and when these rules are not complied with, our connections might weaken or end.
What are the theories of relationship development?
Process models suggest that relationship development is fueled by sometimes imperceptible
changes in intimacy, self-disclosure, and other interpersonal processes that occur between partners.
Irwin Altman and Dalmas Taylor (1973) proposed one of the first process models of relationship
progression.
How does psychology define love?
According to the triangular theory of love developed by psychologist Robert Sternberg, the three
components of love are intimacy, passion, and commitment. Intimacy encompasses feelings of
attachment, closeness, connectedness, and bondedness. Passion encompasses drives connected
to both limerance and sexual attraction.
What is empty love?
Empty love is characterized by commitment without passion or intimacy. At times, a strong love
deteriorates into empty love.
What are the 5 types of relationships?
These are the seven most common relationship types you'll want to know as you navigate the dating
world: Monogamous Relationships. Polyamorous Relationships. Open Relationships. Long-Distance
Relationships. Casual Sex Relationships. 'Friends With Benefits' Relationships. Asexual
Relationships.
**

Relationship or Transformational
Theory of Leadership
Date: 24/02/2021Author: DEVASIS CHAKMA0 Comments

Relationship or Transformational Theory

Relationship theories also called as ‘transformational theories’. To create highly

competitive and efficient workforce has become gradually more important and to do so
leaders should be able to motivate group members to go beyond the requirements of task.
This results in the emergence of some new concepts of leadership transformational
leadership is one of them. This theory assumes that the people generally follow a person
who inspires them. The Transformational theories emphasize upon the associations
formed between leaders and followers. By helping group members to see the importance
and better aspect of the task these leaders could easily motivate and inspire people. It
could be a wonderful and uplifting experience to work for a transformational leader.
They put passion and energy into everything. Such leaders are visionary, inspiring, risk-
takers, and thoughtful thinkers. They care about their group members and want them to
succeed.
Transformational leaders focus on the performance of group members, but also want each
person to fulfil his or her potential. They usually bear high ethical and moral standards.
They have a charismatic appeal. But only that charisma is inadequate for improving the
way an organization functions. To bring major changes, transformational leaders must
show the following four qualities,
which are as follows:

• Inspirational Motivation: These leaders lead their subordinates towards the right path
by giving them a sense of challenge and meaning towards their tasks. The leaders work in
a positive manner to promote the spirit of teamwork.

• Intellectual Stimulation: These types of leaders encourage their subordinates to be

creative as well as innovative. They promote original and novel ideas from their
followers and never criticize them in front of others for their mistakes.

• Idealized Influence: Such leaders believe in the philosophy that a leader can influence
followers only when he himself practices what he preaches. The leaders act as role
models or ideals and influence the followers who seek to imitate.

• Individualized Consideration: Leaders act as mentors and guides to their followers

and reward them for creativity and innovation. They believe in individual difference and
thus treat their followers differently according to their skills, abilities knowledge and
experience. The followers are also empowered to take decisions and are always provided
with the required support to implement and execute their decisions.

Implications of Transformational Leadership Theory

The current environment characterized by uncertainty, global turbulence and

organisational instability calls for transformational leadership to prevail at all levels
of the organization. High levels of job satisfaction and organisational commitment, has
 been exhibited by the followers of such leaders. They are also engaged in organisational
citizenship behaviours.

**
What Is Transformational Leadership?
Initially conceptualised by political scientist James MacGregor Burns,
transformational leadership requires you to adopt a motivational
management approach, with employees feeding on your example and
personality. It contrasts directly with transactional leadership, which instead
focuses on supervision, performance and organisation, utilising discipline and
incentives to drive performance.

 
Transactional leaders also tend to focus on day-to-day operations, as opposed to
strategically guiding their organisation to a higher market position in the long
term. 

 
Some examples of transformational leadership include:

 Aligning the identity and interests of the company with those of your employees
 Determining shared goals and objectives
 Identifying areas for change and creating a corresponding vision
 Challenging followers to take ownership 
 Giving employees autonomy over their roles and responsibilities among others
The Advantages and Disadvantages of
Transformational Leadership
As mentioned, this particular method has its pros and cons, as outlined below:  

Advantages
It Keeps the Company Open, Honest and Ethical 
Honesty and integrity are core values for transformational leaders; they are
ethically-driven with a tight focus on values, authenticity and transparency. Unlike
transactional leaders, who tend to focus on completing a task without
seeing why it's essential, transformational leaders remain focused on doing the
right thing in the right way.

 
By employing this management style, you are encouraging employees to remain
focused on the task at hand, while always acting in the best interests of the
company and its wider communities. 
It Reduces Turnover Costs 
High turnover costs are time-consuming, frustrating and costly. They can also
result in a loss of productivity amongst current employees, as well as create a
long-lasting cultural impact. Transformational leadership has the potential to
reverse this trend by making employees feel more engaged and included in the
organisation. 

 
Transformational leaders are often charismatic figures, too, which makes people
feel valued and respected – a key driver of morale and retention in any
workplace. 

It Encourages Change 
For a business to evolve, it must be willing to adapt, improve and expand over
time, and adopting a transformational leadership style is ideal for bringing others
on board when introducing a vision.

 
Through their passion, they can sell the changes, improvements or expansions
needed, while they are also good at recognising gaps or issues in the process of
a vision, enabling them to make adjustments accordingly. 

 
Indeed, by embracing change yourself, you encourage others to want to make
those changes, too. When properly implemented, this process allows all
members of the organisation to adopt a new vision and constantly aspire towards
achieving their potential. 

It's an Effective Form of Leadership

It's no coincidence that those companies mentioned earlier – Google, Apple and
Netflix – are among the most successful in the world; after all, countless studies
have found that transformational leadership is one of the most effective
management styles. Through strong communication and collaboration,
transformational leaders inspire their staff, putting challenging goals in place that
promote creativity and increase morale.

Disadvantages
There is Too Much Focus on the Bigger Picture 
Often, transformational leaders tend to overlook details, preferring instead to
focus on the bigger picture. There can also be a tendency to avoid administrative
work, meaning that certain protocols or processes can be missed (such as
saving receipts from purchases for accounting purposes).
 
Therefore, this type of leadership requires high levels of support from more
organised and detail-oriented team members in order to maintain a transactional
focus. 

It Can be Risky and Disruptive 

Transformational leaders use their charisma to serve as role models for their
employees and the organisation at large. They utilise their energy to demonstrate
how to achieve goals and accomplish tasks, and they aren't afraid to take risks.
However, if you go too far with your risk-taking, then your actions can become
detrimental to the team and the organisation. Frequent change can also become
disruptive and is, therefore, more likely to produce adverse outcomes if it
happens regularly. 

It Puts Increased Pressure on Team Members 

One advantage of transactional leadership is that it places all semblance of
pressure and accountability on the leader. Transformational leadership, however,
distributes accountability across the group. While this gives staff autonomy over
their roles and responsibilities, some individuals might find this working style too
taxing, leaving them feeling overwhelmed or even in some cases, exploited.

It Can Lead to Employee Burnout 

In a similar vein to the above point, too much weight on your employees'
shoulders can cause long-term personnel issues. If high levels of sustained
productivity are needed to achieve a particular vision, or there are ambitious
deadlines in place, then this can quickly lead to employee burnout.

Continual Communication is Needed 

A transformational leadership style can only be successful if you maintain open
lines of communication with team members to transfer the vision of a task. 

 
For this to happen, close, regular communication must be maintained, as well as
constant feedback and team meetings to keep enthusiasm levels high. Not only
is this exhausting for team leaders, but if employees sense that communication
isn't happening, or begin to feel out of the loop, then they may lose interest in
their tasks - and therefore their commitment to the vision. 

 
---

 
Transformational leaders have the power to take teams to brand new heights –
but there is also always the possibility for things to head in the opposite
direction. 

 
To motivate your employees and keep them focused on achieving a common
goal, you need to be convincing in your role. If followers lose faith in your
leadership, or they do not share the vision that you are trying to sell, then, put
simply, this leadership style will not succeed.

 
What do you think? Is transformational leadership the best way forward in the
modern business world? Or are the risks too high? Let us know your opinions in
the comment section below.

**

8 Major Leadership theories: Strengths,

Weaknesses and Examples
https://turnedtwenty.com/leadership-theories/

Leadership is a multifaceted subject, and a combination of various factors determine

why some people are successful leaders. The theories of leadership are the studies and
views of experts, scholars, and researchers that describe the aspects that make a great
leader.

Different schools of thought have varied opinions on how can you become an
extraordinary leader. Some theories suggest that you need to have inborn traits, some
advocate you to shape your persona as per the situation, while others emphasize on
effective behavior.

However, there are some common characteristics of exceptional leaders. Analyzing

the takeaways from these theories can help you understand them and evolve as a
leader.

Let’s have a look at the eight major theories, along with their strengths, weaknesses,
and examples.

1) Great Man Theory of Leadership: Leaders are born, not made

The great man theory is one of the earliest ways to look at leadership. It states that
some people are born with the traits of a leader; they have the gift of unique qualities.
These attributes separate them from the masses and make them reach the position of
power and authority.

Thomas Carlyle, who is associated with much of the work on this theory, said,

“The history of the world is the biography of great men.”

For example, people like Mahatma Gandhi, Abraham Lincoln, Joseph Stalin did not
receive leadership training. However, they took on leadership roles and captured the
imagination of the masses. These leaders had an unexplained tenacity to rise to the top
when a lot of similar people were experiencing almost identical circumstances.

However, Herbert Spencer, a noted philosopher, was not in favor of this theory. He
said, leaders are the result of their conditions; before they alter society, society has to
make them.

For instance, people like Mahatma Gandhi, who were not trained in leadership but
became great leaders, had leadership styles that were an extension of their personal
experiences and life story.

2) Trait Theory of Leadership: Measure your leadership potential

The basis of Trait theory is the premise that ‘leaders are born not made.’ It is an
extension of the Great Man theory of leadership.

The theory states that the comparison of your leadership characteristics to the list of
the traits of many successful and unsuccessful leaders can be used to predict your
leadership effectiveness.

The following figure gives us a list of a few traits of great leaders:

You can use the traits mentioned in this theory as a yardstick to assess your ability as
a leader. Since these are personality traits, you can use personality assessment tests to
identify your strengths and weaknesses.

Critics of this theory suggest that the list describing the leadership traits of successful
leaders is very long – more than a hundred different traits. Also, situational factors,
like social and economic inequities that impact your ability to lead, are not taken into
account.

3) Contingency Theory of Leadership: Match your leadership style to the situation

Contingency theory, developed by Fred Fielder in 1958, assumes that leaders are
either task-oriented or relationship-oriented. Task-oriented leaders assign tasks, set
deadlines, and follow structural processes. Relationship-oriented leaders focus on
people and are considerate.

Your success as a leader, according to this theory, lies in finding out the leadership
style and situation in which you would flourish.

There are eight possible combinations for three situational variables, as shown in the
following figure:
A good leader-member relation means your group members like you. High task
structure implies that you are directing a well-defined job, and a strong position power
would mean you have a position of high authority. The favorableness of a situation is
the extent to which the situation allows you to influence your group.

For example, imagine you are a newly appointed store manager in one of the leading
apparel brands. You will be poor on leader-member relations as you are new to the
job. Task structure will be high as there will be clear operating procedures on how to
deal with customers. You will be strong on the position of power as you can reward or
punish employees as a store manager.

Now, how do you decide on your leadership style? That brings us to the second part.

As per the theory, task-oriented leaders perform well in situations that are very
favorable or unfavorable, and relationship-oriented leaders perform well in situations
that are intermediate in favorableness, as shown in the following figure:

Hence, as per the Contingency theory, the best way to approach your new job as a
store manager is to use a relationship-oriented style.

What are the other situations in which you can apply contingency theory?

It can also help you identify the right talent for leadership openingsin your
organization. You can compare the leadership style of the aspirants to the situation for
which you need to hire a leader if they match you employ the person else you reject.
Though the contingency theory is quite dynamic, there are some downsides to it.

You need to fall under only a set of leadership styles to apply this theory. Also, there
can be scenarios where you may want to change the situation rather than match your
style of leadership to it. The contingency theory will not help you in these
circumstances.

4) Situational Theory of Leadership: Adapt to the situation

Dr. Paul Hersey and Kenneth Blanchard developed the Situational Theory of
leadership. It states you cannot have one leadership style for all situations. The
leadership style you adopt, depends on circumstances.

According to the theory, you should follow four primary leadership styles as per the
readiness level of your subordinates:

Telling (Autocratic approach): You can adapt this style for the ‘Readiness 1 level’
of subordinates; these people lack the ability as well as the willingness to do the job.

For instance, if you are a leader in a war or an emergency room of a hospital, you
need to adapt to telling (authoritative) style of leadership.

Selling (A little Democratic approach): This style is suitable for the ‘Readiness 2

level’ of subordinates, i.e., for people who lack the ability but are willing to do the
job. Example: To lead a team of millennials in a software organization, you will have
to use the selling style of leadership.

Participating (Democratic approach): You should use this method when your

subordinates have the ability but lack the willingness to do the job.

Delegating (Hands-Off approach): You need to delegate work to people who have

the ability, as well as the willingness to do the job. You can use this style in case you
are working on an urgent assignment, and another task pops up, you will need to
‘delegate’ it to a competent subordinate.

The following figure explains the leadership styles according to the behavior of
subordinates :
Do the above situations sound familiar? Go ahead and apply this theory to your
workplace. Here is how you will grow as a leader:

You will be flexible to adapt to a variety of situations. Your awareness level will rise
as you always need to be familiar with the situation around you. It will also lift the
morale of your group members and give them a comfortable work environment.

However, you need to be cautious that this theory focuses on short term needs rather
than long term goals. You may lose sight of your organizational objective and end up
responding to immediate requirements only.
Another issue is that, even with the variables mentioned for various situations in this
theory, it is difficult to ensure that you will analyze the situation the same way as
other leaders. As a result, outcomes can vary.

5) The behavioral theory of Leadership: Leaders are made not born

This theory states that if you condition your behavior for the response to any given
situation, you can be a leader. It focuses on your behavior and actions rather than
traits or abilities.

According to the theory, your behavior as a leader determines your performance.

Through teaching and observation, you can train yourself to behave as a leader.
Thus, the theory concentrates on leadership and not the leader, i.e. it treats leadership
as a characteristic that you can develop through practice. 

Kurt Lewin explained one of the behavior leadership theories in the 1930s. He
identified three types of leadership behaviors, as described in the figure below:

In case you need to focus on the profit margins of your organisation or achieve
stringent deadlines, you should apply the authoritative behavior of leadership. You
can allocate tasks, arrange formal lines of communication, and set up quick
turnaround time for your group members.

However, various researches on Lewin’s theory showed mixed results as most leaders
used some part of either of the three leadership behaviors.

To help leaders decide on what behaviors to choose, Robert Tannenbaum and Warren
H. Schmidt devised a continuum of leader behaviors (see below figure):
The continuum ranges from boss centered leadership to subordinate centered
leadership along with what behavior you should display. You move from autocratic to
democratic behavior as you go from boss to subordinate centered leadership.

Another behavior theory of leadership is the Ohio State leadership studies. It describes
leader behavior in two dimensions, as explained in the figure below:
Initiating Structure behavior: You define what is expected of group members, set up
formal lines of communication, and determine how subordinates will perform tasks.

Consideration behavior: You are concerned about subordinates and establish a warm
and friendly work environment like you allow flexible working hours to your
employees or set up daycare for infants in your organization. This approach is
subordinate oriented and can help create the right environment for increasing
productivity.

You need to be patient while applying the behavioral theory. The difference between
knowing the behavioral styles and actually applying them takes repeated failures and
lots of practice.

6) Participative theory of Leadership: The democratic dimension to lead

This theory says that the ideal leadership style takes input from others. According to
the theory, you need to facilitate discussion. After collecting relevant inputs from
everyone, synthesize the given information to arrive at a decision.

Following figure represents the process to effectively apply participative theory of

leadership:
The theory attempts to remove the hierarchical distance between you and your group.
It involves collective involvement and responsibility to achieve the goal.

For instance, Microsoft’s founder Bill Gates has empowered his key employees to
make crucial decisions of significant departments like innovation and marketing.

He has set up strong digital channels for facilitating communication within the
company. Also, people who need specific information about the organization can
access it. Open sharing of information and knowledge has helped Microsoft grow
leaps and bounds.

Are you planning to bring new policies in your organization?

Use the tools of participative theory. The implementation of new policies becomes
easier with this method as decisions arrive with consensus. Also, group members
perform well, even in your absence, because their morale is high, and they feel valued
and accountable.
You need to be aware though that the decision-making process may take a lot of time,
which can affect the efficiency of your group. Taking input from every group member
can also cause indecisiveness on some points.

7) Transactional theory of Leadership: Do or die

Max Weber and Bernard M. Bass described this theory. The basis of the theory is the
concept of rewards and punishments. The group gets a reward or punishment
depending on whether it achieves the goal set by you.

To understand further, you should know the hierarchy of human requirements.

According to psychologist Abraham Maslow, human needs can be represented in the

form of a pyramid, as can be seen in the figure below. The needs at the bottom are the
most basic ones like sleep, food. As you go up the pyramid, needs become difficult to
achieve.

As a transactional leader, you concentrate only on the bottom of the pyramid for your
group members. You ensure to fulfill the physiological needs of your group, along
with financial security.

Sounds mean?
Well, it’s true that with this leadership style, the relationship between you and your
group is transitory, with no emotional bond. Also, the creativity of your employees
takes a hit as you do not encourage new ideas.

However, this type of leadership motivates your group members by engaging them in
their self-interest. Also, the productivity of your group members increases as they try
to achieve their targets in a shorter duration. If your project requires undeviating and
specific processes, you can use this style to accomplish the desired results.

8) Relationship theory of Leadership: Transformation through association

Leadership expert James MacGregor Burns initially introduced this theory. Also
known as transformational theory, the basis of it is the relationship between you and
your group. According to the theory, you need to build the trust of your subordinates
by building quality relationships with them.

You need to have four behavioral components to be a transformational leader, as

explained in the figure below:

Charisma gives power to you as a relationship leader. Individualized consideration

means your ability to increase the growth of the group. Inspiration refers to your
quality to inspire group members. Intellectual stimulation allows you to build
awareness of problems and solutions.

According to a study by the University of Cologne, Germany, transformational

leaders result in well being of their group.

Here is how you can bring a positive change with this leadership:

By following this approach, you not only look at the bigger picture but also help
individual group members attain their potential. You transform the culture of your
organization and achieve goals. Your employees will show a higher level of
performance and satisfaction because they feel inspired and empowered.

However, transformational leadership will not work if you have a group of less-skilled

members, as they require direction and guidance in an authoritarian style.

A classic example of a transformational leader:

Steve Jobs was truly transformational. He inspired employees to think beyond what
they had already done. His passion for innovation, perfection, and simplicity drove
Apple to achieve unbelievable results. He challenged his employees and made them
create things that the world had never seen before.

Conclusion:
The ‘Great Man’ theory and ‘trait’ theory suggests that leaders have leadership traits
by birth. It is imperative, though, that you groom and develop these qualities. The
inspiration to lead may come from within, but you need to train yourself to appeal to
the masses. Also, note that intrinsic qualities are a matter of choice and not chance.
For example, being virtuous or dishonest to your group is an option.

You need the right psychological make-up to step in the shoes of a leader. Analyze the
circumstances in which you are supposed to lead and prepare yourself according to
the situation. Once you are aware of the circumstances and the qualities you need, use
the tools described in leadership theories to set your leadership approach.

What are the qualities that you wish to acquire as a leader? How would you apply
leadership theories to develop them? Do let us know in the comments below.

**

22 Advantages and Disadvantages of

Transformational Leadership
May 22, 2018 by Brandon Gaille
Transformational leadership is a system of supervision that was first
introduced by James MacGregor Burns. It is a type of leadership where
leaders and followers work with one another to achieve higher levels of
motivation and team morale.

Instead of dictating changes to their team, transformational leaders inspire

people to change their perceptions, expectations, or motivations to work
toward a common mission or goal. This process, according to Bernard Bass,
who expanded upon this theory, garners higher levels of respect, trust, and
admiration.

As with any form of leadership, there are advantages and disadvantages of

transformational leadership which must be examined. Although
transformational leaders do inspire higher levels of trust and respect, there
must also be an absolute believe in the “rightness” of the vision being
pursued. If a transformational leader loses faith, so does the rest of their team.

List of the Advantages of Transformational Leadership

1. Transformational leadership lowers turnover costs.
Transformational leaders tend to retain employees more often than other
forms of leadership. They are able to retain more customers as well. That is
because of the charisma this leadership style requires. Those using
transformational leadership seek to satisfy the needs of the organization as
they work to satisfy their personal needs simultaneously. That means
everyone on the team is more likely to feel like they have a specific role within
the organization, which keeps them engaged.

2. It is a leadership style which engages the full person.

Transformational leaders are able to achieve higher levels of productivity from
their followers because they seek to meet the demands of personal motives.
This leadership style excels at recognizing existing needs or demands,
especially in their followers. When used in decisive or heroic ways, followers
become fully motivated to work toward what they feel is a righteous cause.

3. Transformational leaders create and manage change.

For organizations and brands to evolve, they must be willing to change,
improve, and expand over time. When new initiatives are in place,
transformational leadership is the best style available to bring others on-board
to the vision being introduced. They are able to sell the changes,
improvements, or expansion required because they already believe in the
process. They make the changes themselves, which encourages others to
make the changes as well. When implemented correctly, this process allows
the leader, the followers, and the organization to eventually reach their full
potential.
4. New corporate visions can be quickly formulated.
Transformational leaders do an excellent job of incorporating a new vision into
their current situation. They are also good at recognizing gaps or problems in
the process of a vision, which allows them to make adjustments or
recommendations to correct the situation immediately. Then, because their
charisma helps to sell the morality of the vision to their followers, the adoption
of the new vision filters quickly down the hierarchy of the organization to get
everyone onto the same page.

5. Transformational leaders create enthusiasm.

Enthusiasm is contagious. When you see someone having a good time, then
you want to share in that experience. If followers see their leader being
successful in their pursuit of a new vision or gal, then they want to experience
that success as well. Transformational leaders are able to create enthusiasm
within their ranks of followers because of their own enthusiasm. That leads to
higher levels of productivity, higher levels of team morale, and lower levels of
follower turnover.

4. It encourages ongoing learning and development.

Transformational leaders do more than work toward a final goal or vision.
They also work toward achieving higher levels of efficiency for themselves
and for their followers. This leadership style is one of the best at having
people engage with the learning process for this position. These leaders work
to stimulate the intellect of their employees, build a positive culture, and
provide individualized learning supports. In return, they typically receive a
higher level of engagement and performance from their team.

5. Transformational leaders are excellent communicators.

One of the biggest issues corporations face with general productivity is a lack
of team communication. When team members are not properly informed of job
duties, expectations, or project stipulations, then they cannot be fully
productive. Transformational leaders are forced into a position where they
must be an excellent communicator. They must provide consistent feedback
to their followers to keep them pointed toward the vision or goal being worked
toward. Without this communication, it is almost impossible for this leadership
style to succeed.

6. It quickly changes low-morale situations.

When a company is struggling for a long time period, they typically use
transformational leaders to boost morale and change the environment. The
passion, enthusiasm, and high energy levels encourage and inspire others to
find success. Whenever there is a state of indifference present in the
workplace, the transformational leader is the most capable of breaking the
team out of that routine.

7. Transformational leaders understand relationships.

The transformational leader wants to build a strong community within their
base of followers at all times. That is because they understand that the core of
all business transactions is a strong and healthy relationship. Not only does
this approach remove fragmented relationships that happen between
employees, teams, or divisions, it also encourages more customers to stick
with an organization for repetitive purchases. When present over a long-term
time period, the transformational leader can eliminate any unhealthiness
which may exist within their sphere of influence.

8. It is a leadership style which focuses heavily on ethics.

Transactional leaders tend to focus on the completion of tasks without seeing
why they are important. Transformational leaders might sometimes lose their
task-oriented focus, though they always remained focused on doing the right
thing in the right way. They are ethically-driven, keeping a tight focus on
values, and it comes from an authentic perspective. It is almost impossible to
“fake it to make it” as a transformational leader.

9. Transformational leaders ask the important questions.

The most common question you’ll hear from a transformational leader is this:
“Why?” The second-most common question you’ll hear is this: “Why not?”
This leadership style is more than creative. It is also strategic. They don’t do
things because that’s always the way they’ve been done. They want to look
for the most efficient path toward success, then bring as many followers as
they can along for the ride. Transformational leaders are always looking to
find a new way to accomplish things.

10. This leadership style takes pride in the outcomes achieved.

Transformational leaders are unique in that they are able to transcend their
own interests for the betterment and growth of their organization. They are
motivated to continue pushing on because they take ownership of the process
which achieves outcomes. Through this process, they can do more than
stimulate others toward success through their role-modeling. Transformational
leaders can actually alter the strengths of their followers through their
emphasis on communication and motivation.
11. Transformational leaders seek to avoid coercion.
The transformational leader does not want to use their position to control
others. They do not use fear or influence to coerce compliance. This
leadership style prefers to use inspiration as the motivator for change instead.
These leaders use humanistic concerns to change internal cultures because
they bring the concept of hope back into the big picture. That is why the
followers of a transformational leader are often loyal to a fault with their
devotion. They adopt the morality and ethics of the transformational leader in
their own lives.

12. People are treated as individuals.

Transformational leaders believe in the power of perspective. They treat each
follower as an individual, with their own unique needs and capabilities. That
approach keeps the team environment informal and friendly because it treats
followers as an equal. Directions are followed through support, advice, and
encouragement, along with role-modeling, instead of issuing orders.
Transformational leaders will even assign specific tasks based on their
knowledge of each person’s unique motivations, abilities, and strengths.

List of the Disadvantages of Transformational Leadership

1. Transformational leaders can develop negative outcomes.
Transformational leadership does provide many positive outcome
opportunities. Each positive opportunity offers a negative outcome potential as
well. As they like to say in the Star Wars universe, there is a “dark side” which
must be avoided by transformational leaders.

Adolf Hitler may be the most extreme example of a negative transformational

leader. He offered a vision, appealed to the values of his people, and was
quite charismatic. The outcome he eventually achieved, however, led his
people away from moral betterment.

2. There must be continual communication available.

Transformational leaders can only be successful if they maintain open lines of
communication with their team. It is through this communication that the vision
and “rightness” of a task are transferred from the leader to the followers.
Close, frequent communication must occur for this to happen. If the team
perceives that this communication isn’t happening, then they will lose interest
in the tasks being asked of them.
3. It requires constant and consistent feedback.
Transformational leaders are also required to maintain the enthusiasm of their
team to achieve a specific vision or goal. To keep enthusiasm levels high,
leaders must provide a constant stream of feedback to their followers about
the progress being made. This feedback must occur frequently for it to be
successful. Transformational leaders who are perceived to lack this skill or to
provide this to their followers are likely to fail.

4. Transformational leaders need their followers to agree with them.

A transformational leader will not pursue a task if they do not believe in the
moral rightness of completing it. That is because the leader must continuously
sell the vision they have to encourage their team to work toward it. If any of
the followers disagree with the leader’s assessment that the work being done,
or the outcome achieved by the vision is immoral, then they will not
participate. In some situations, followers may even rebel against the leader if
they feel that they are being led in an immoral direction.

5. Risks taken through transformational leadership can be disruptive.

Transformational leaders use their charismatic approach to serve as a role
model for their followers and their organization. They use this energy to show
people how to achieve goals or accomplish tasks. There are certain risks that
are generally accepted by those using this leadership style to find innovation
or create change. If the leader accepts risks that are, or perceived to be,
excessive or unnecessary, then the actions of the leader become detrimental
to the team and their organization.

6. It can lead to employee burnout.

Transformational leaders can inspire their teams to achieve high levels of
success. They do an excellent job of encouraging their followers to work
together to achieve strategic goals. Optimism from a transformational leader
creates optimism within the team. If high levels of sustained productivity are
required to achieve the vision in question, however, or there are unreasonable
deadlines in place, then it can lead to burnout occurring within the followers.

7. Transformational leaders often focus on individual needs.

The transformational leader seeks diversity because more opinions and
experiences lead to more innovation. To encourage diversity, transformational
leaders encourage followers to pursue vocational enhancement opportunities.
This may include seminars, workshops, focus groups, or even formal classes.
The needs of individuals are often the focus of the leader instead of the needs
of the team, which means one team member tends to receive more attention
than others in this area. That leads to a lack of trust from affected team
members, which ultimately affects the levels of productivity that are
achievable.

8. It is a leadership style that can focus on deception.

Transformational leaders excel at recognizing the existing needs or demands
of their potential followers. Because these leaders are naturally equipped with
this skill, some seek to reinforce their leadership position by exploiting their
followers to stay productive. This occurs when the transformation seeks to
satisfy their higher needs without the same consideration being made for their
followers. If this is discovered, it creates a disruptive event for the team and
organization which reduce productivity levels.

9. Transformational leaders are not always detail-oriented.

Transformational leaders tend to look toward the big picture at all times. They
come up with fantastic ideas to achieve outlandish dreams. That process can
cause some leaders to become fixated on the end prize instead of looking at
the details required to achieve that goal. One of the biggest weaknesses that
many transformational leaders must overcome is their lack of a transactional
focus.

10. It is a leadership style which may ignore certain protocols.

Transformational leaders gain energy from their ability to implement new
ideas and inspire others. They feel an energy drain when they are forced into
a position where they must make difficult decisions. Transformational leaders
don’t usually like to get bogged down with administrative work either, even if
completing it would help them to achieve their vision. That causes the leaders
to ignore certain protocols, like saving receipts from purchases to turn them
into their accounting department.

The top advantages and disadvantages of transformational leadership show

us that leaders using this method can take teams to new heights or bigger
lows. There must be a certain morality in place to pursue a shared vision for
everyone if this leadership style is to succeed. If that vision is not shared, or if
followers lose their faith in the leader, then there cannot be success.

**

What are the advantages of trait theory?

https://findanyanswer.com/what-are-the-advantages-of-trait-theory#:~:text=The%20pros
%20of%20Trait%20Theory%20are%20that%20there,into%20account%20when%20defining
%20their%20own%20leadership%20role.

Advantages of Trait Theory of Leadership:

It serves as a yardstick against which the leadership traits of an individual can be assessed and
individuals can get an in-depth understanding of their identity and the way they will affect others
in the organization.
Furthermore, what are the strengths of trait theory?
The strengths of trait theories lie in their ability to categorize observable behaviors and
their use of objective criteria. While developing their theories independently of each
other, several different trait theorists have often arrived at a similar set of traits using
factor analysis.

Subsequently, question is, what are the pros and cons of trait theories of
personality? The pros of Trait Theory are that there are defined traits of an effective
leader. The cons of Trait theory are that people may think that these are the
only traits of an effective leader. Both early theories have both pros and cons, which
everybody could take into account when defining their own leadership role.

Similarly, you may ask, why is the trait theory important?

Trait Theory of Personality. Traits, in psychology, refer to the ways in which we

generally describe a person. The descriptive terms such as out-going, short tempered,
generous are all traits. Trait approach is one of the most vital areas of study in
psychology that helps identify a person's personality.

What is one strength of the trait approach?

A strength of the trait approach is that it has been researched extensively. The
tendency to be informed, creative, insightful, and curious is called intelligence. Stogdill's
first survey (1948) found that an individual becomes a leader because he or she
possesses certain traits.

39 Related Question Answers Found

What are the characteristics of trait theory?
Big Five personality traits, ("the five-factor model"). Many psychologists currently believe that
five factors are sufficient: neuroticism, extraversion, openness to experience, agreeableness,
and conscientiousness.
 
What are the 5 main personality traits?
The Big Five personality traits are:
  Openness.
 Conscientiousness.
 Extraversion.
 Agreeableness.
 Neuroticism.

 
What are the 4 personality theories?
The four main types of personality theories are the psychodynamic approach, the humanistic
approach, the trait approach, and the social cognitive approach. Let's take a brief look at each
approach individually.
 
What are the different trait theories?
They have identified important dimensions of personality. The Five Factor Model is the most
widely accepted trait theory today. The five factors are openness, conscientiousness,
extroversion, agreeableness, and neuroticism. These traits occur along a continuum.
 
What are the criticisms of trait theory?

The trait theory is criticized for its generality because the theory doesn't believe traits change

over time. The theory believes traits do not change from situation so people are the same at all
times. The trait theory is hard to judge using personality tests because behaviors change in
situations.
 
What are the limitations of trait theories?
Another limitation of trait theories is that they require personal observations or subjective self-
reports to measure, requiring individuals to be introspective enough to know their own behavior.
While trait theories provide information about how individuals may behave, they do not explain
why they may behave this way.
 
What defines a trait?
A trait is something about you that makes you "you." When your mother says that you get all
your best traits from her, she means you have the same charming smile and the same brilliant
mind as she has. In science, trait refers to a characteristic that is caused by genetics.
 
What are personal characteristics?
Personal qualities are personal characteristics of an individual. Other qualities employers value
are: honesty, assertiveness, flexibility, problem solving, friendliness, intelligence, leadership,
enthusiasm, and a good sense of humor. Most employers want people who are dependable and
who get along with others.
**
Pros and Cons of Trait Theory
Posted onFebruary 20, 2016 by shamir kumar
Both the Trait Theory and the Great man theory attempt to identify leaders and what
makes leaders. Although both theories seem to be valid and can be proven with
examples, many instances arise where these theories are proven wrong and don’t hold
true. I will compare pros and cons for both theories to show this error. The trait-based
theory basically says that certain traits and characteristics yield successful leaders
while Great Man theory states that leaders are pretty much born leaders and that those
that are born with high intelligence and high charisma tend to be leaders. While both
of these traits suffer from being to limited in todays evolving society, it was
applicable and present in the past.

Trait Theory

Pros Cons

 Not all that have leadership traits become

 Traits can be developed leader
 More people can  Doesn’t account for situational
become leaders circumstances

Great Man Theory

Pros Cons

 Leaders are
acknowledge from early  Only certain people can be leaders
 Leaders are consistent  No one can become a leaders unless
and follow similar paths originally thought to be on
        VS         

 
These pictures represent Trait Theory vs Great Man Theory. The picture on
the left shows a leader and each of the colors at the bottom represent a certain trait.
The picture on the right shoes King Tut. The relevancy to Great Man Theory is that a
leader is born and that in Ancient Egypt, kings were royal and nobody else could be a
king.
All in all, many of the theories could be proven right and wrong with different
examples; however, it is not our job to tell someone if they are a leader or not. We
must give everyone the opportunity to lead and by doing this, we will be able to
receive the strongest leader and one that is truly capable of leading and execute great
task.