Theories of Leadership


A special skill for a particular situation is a factor that is considered to be one of the greatest determinants of leadership in comparison to the other listed factors. In our case leadership can be referred to as both a research area as well as a practical skill which surrounds the ability the ability of an individual or an organization to direct other individuals, teams as well as the whole organization.

Theories involving traits, situational interaction function, and intelligence among others have been yielded as a result of studies of leadership carried out. In this regard, leadership is seen as a matter of intelligence, trustworthiness, humaneness, courage among others. Once these are not exercised in unison you find that desired results of leadership cannot be realized fully. For instance, you will realize that dependence of intelligence alone may result to rebelliousness (Northouse and Peter 123).

This is a clear indicator that for one to be recognized as a complete leader he or she should possess all the five virtues together in which each is ideal to its task. There are those researchers who begun to synthesize the trait as well as situational approaches.  For instance, relying on the works of Lewin et al, academics started to regularize the leadership models which are perceived to be descriptive like climates defining three styles of leadership as well as realizing which situations each style performs better in. when it comes to group, in-group members are seen by the head as having attributes of competency, experience as well as the ability to presume duty in comparison to other followers. The head will in return begin relying on these individuals in order offer assistance on tasks which are challenging. In the case where there is good response from the devotee, there is the likelihood of the leader rewarding him by offering him/her better job tasks to undertake, developmental experiences as well as extra coaching. In the event where the devotee shows high commitment as well as effort which is followed by extra rewards, the two parties are likely to develop trust, support for one another as well as influence. Research portrays that in-group members majorly achieve higher evaluations from the leader in terms of performance among other incentives (Schein and Edgar, pp 45)