Theories of Leadership

1. Great Man Theory – Thomas Carlyle

• Leaders are born, not made.
• Leadership is an inherited trait.

Criticism: Ignores learning, environment, and experience.

2. Traditional and Genetic Theory

• Leadership potential is hereditary.
• Aligns with feudal or dynastic systems.

3. Trait/Modified Trait Theory – Ralph M. Stogdill

• Certain traits (e.g., intelligence, confidence) are common in leaders.
• But environment, education, and training also matter.

4. Marginal Uniqueness & Magnetism Theory

• Leadership emerges from unique qualities or differences from others.
• The ‘magnetism’ draws followers.

5. Supernatural Power Origin Theory

• Leaders are divinely gifted.
• Often seen in mythological, religious, or spiritual contexts.

Example: Prophet Muhammad, Krishna, Guru Nanak

6. Contingency / Situational Theory – Fred E. Fiedler

• Leadership effectiveness depends on:
  • Leader’s style
  • Situation favorableness
  • Group relationships
  • Also includes Cognitive Resource Theory (focuses on intelligence under stress)

7. Path-Goal Theory – Robert House

• Leader’s role: Clear the path for followers to achieve goals.

Four Leadership Types:

1. Supportive: Caring, friendly
2. Participative: Decision-sharing
3. Directive (Instrumental): Clear tasks & expectations
4. Achievement-Oriented: Challenging goals

Example: A sales manager coaching and motivating a struggling team.

8. Charismatic Leadership – Robert J. House

• Leaders have strong personality and charm.
• Inspire devotion, trust, and vision.

Example: Martin Luther King Jr., Elon Musk, Indira Gandhi

9. Behavioral Theory

• Leaders are made, not born.
• Leadership is based on observable behaviors, not traits.

10. Role Theory – G.H. Mead

• Leadership is based on social roles and expectations.
• People act according to how others expect them to lead.

11. Transactional Leadership – B.M. Bass

• Based on rewards, punishments, and performance.
• Leader and followers engage in give-and-take exchange.

Types of Transactional Leaders:

• Contingent reward
• Management-by-exception (active or passive)

12. Transformational Leadership – B.M. Bass

• Focuses on inspiring change and innovation.
• Develops followers into leaders themselves.

4 I’s of Transformational Leadership:

1. Idealized Influence
2. Inspirational Motivation
3. Intellectual Stimulation
4. Individualized Consideration

13. Exploitive Authoritative Leadership

• Subordinates are manipulated and controlled by fear.
• No trust or participation.
• Rigid and oppressive leadership.

Origin: Part of Likert’s 4 Systems of Management:

1. Exploitive authoritative
2. Benevolent authoritative
3. Consultative
4. Participative

Likert’s Leadership Systems

1. Exploitive-Authoritative: Threat and punishment
2. Benevolent-Authoritative: Reward-based, but still top-down
3. Consultative: Some participation
4. Participative: Full group involvement