2. People have long been interested in leadership throughout human history, but it has only been relatively recently that a number of formal leadership theories have emerged. Interest in leadership increased during the early part of the twentieth century. Early leadership theories focused on what qualities distinguished between leaders and followers, while subsequent theories looked at other variables such as situational factors and skill levels.

3. Great Man Theory Great leaders are born, not made Often portray great leaders as: Heroic Mythical Destined to rise to leadership when needed Early research was based on the study of people who were already great leaders People were often aristocratic, contributing to the notion that leadership had something to do with breeding

4. Trait Theory Assumes that people inherit certain qualities and traits that make them suited for leadership People who have the right combination of traits make good leaders Based on psychological focus of the day Studied successful leaders If people could be found with these traits, they could be leaders as well

5. Trait Theory Traits Skills Adaptable Alert to social environment Ambitious and achievement oriented Assertive Cooperative Decisive Dependable Dominant Energetic Persistent Self-confident Tolerant of stress Willing to assume responsibility Clever (intelligent) Conceptually skilled Creative Diplomatic and tactful Fluent in speaking Knowledgeable about group task Organized Persuasive Socially skilled » Stodgill (1974) traits and skills critical to leaders

6. Contingency Theory Focuses on particular variables related to the environment that determine leadership style No best way to organize a corporation, lead a company, or make decisions Leadership style depends on various internal and external factors

7. Contingency Theory Examples of factors affecting leadership: Size of organization Group atmosphere Task structure Leader’s power position Strategies Technology

8. Situational Theory Leaders choose the best course of action based upon situational variables Different styles of leadership may be more appropriate for certain types of decision making Focuses on the people involved Competency Tasks

9. Situational Theory

10. Behavioral Theory Great leaders are made, not born Focuses on actions of leaders, not on mental qualities or internal states Looks at what leaders actually do If success can be defined in terms of describable actions, it should be easy for other people to act the same way

11. Participative Theory Ideal leadership takes the input of others into account Encourage participation and contributions from group members Help group members feel more relevant and committed to the decision-making process Leader retains right to allow input of others

12. Participative Theory People are less competitive and more collaborative when they work on joint goals Social commitment to one another is greater Increases commitment to decision Working together creates better decisions than working alone

13. Management Theory Focus on roles of supervision, organization, and group performance Base leadership on a system of reward and punishment Often used in business When employees are successful, they are rewarded When they fail they are reprimanded or punished

14. Management Theory Social systems work best with a clear chain of command When people agree to do a job, they cede all their authority to their manager Prime purpose of a subordinate: To do what the manager tells them to do

15. Relationship Theory Focus on connections formed between leaders and followers Leaders motivate and inspire by helping members see the importance and higher good of the task Focused on performance of group but also want each person to fulfill his/her potential Leaders often have high ethical and moral standards

16. Relationship Theory People with vision and passion can achieve great things The way to get things done is by injecting enthusiasm and energy Includes the following components: Inclusiveness Empowerment Purpose Process oriented