Leadership is the achievement of a goal/task through the direction of human assistants. It is the process of being active and organized to attempt big tasks. The man who successfully collaborates his human collaborators to achieve particular ends is a leader. A great leader is a man of work who can do so day after day, year after year, in every circumstance. During this process, leadership leads to productivity (Dugan & Komives, 2011).
Multiple leadership theories refer to understand a particular leadership style. Every person is different and separate personality traits, and their perspective is others towards time situations. Leadership theories describe how and why certain people become leaders.
Such theories focus on leaders’ characteristics, but some attempt to identify the behaviors that people want to adopt to improve their leadership skills. However, successful leadership theory can work in many different situations(Schyns & Schilling, 2011).
The Path-Goal Theory of leadership
It is one that can be successful. The leader must motivate those under them to want to achieve a common goal. In this, the leader must be willing to participate in achieving the goal. A leader who delegates responsibility but does nothing to motivate others will have difficulty finding people who will work hard under them. The Path-Goal theory focuses on encouraging and supporting to achieve success. In this theory, the leader is showing the subordinates that they care about their welfare. It will allow the followers to feel supported and a sense of loyalty to their leader (Cherry, 2012).
The Great Man Theory
The great man theory is the earliest leadership theory. The great man theory of leadership states that some people are born with the necessary attributes that set them apart. These traits are responsible for their assuming positions of power and authority. A leader is a hero who accomplishes goals against all odds for his followers (Cherry, 2012).
Contingency Theory
The Fred Fielder develops this theory, he divided leaders into two kids. One is task-oriented, and the second id relationship-oriented. Task-oriented leaders work on productivity and deadlines to achieve the goal. At the same time, relationship-oriented leaders focus more on the people and the concerns (Cherry, 2012).
The Trait Theory
Trait theory refers to the characteristics of a particular person who has strong abilities. These abilities determine an excellent leader. It focuses on identifying different personality traits that are linked to successful leadership across a variety of situations. For example, Nelson Mandela served his life for the African and their rights (Cherry, 2012).
The Charismatic Theory
Charismatic leadership encourages particular behaviors in others in terms of communication, persuasion, and force of personality. In Charismatic leadership, leaders motivate followers to get things done or improve the way certain things are done. In the process, the charismatic leadership style has its basis in the form of heroism. This leadership style is almost the same as the transformational theory (Cherry, 2012).
The Situational Theory
This theory does not follow the specific framework of the rules and limits. The belief of this story is change according to the need of the time. Leaders adapt their leadership style according to the suitable demand of the task, people, and project (Cherry, 2012).
in conclusion, leaders differ from others in terms of motivation, directions, and ability to maintain the task on time. These theories influence people from different perspectives. All ideas can influence others and create interpersonal skills, which leads to trust-building. Almost everybody comes across the influence of the leadership theories that help to understand the time requirement in different aspects of life.
References
Cherry, K. (2012). Leadership theories.
Dugan, J. P., & Komives, S. R. (2011). Leadership theories. The handbook for student leadership development, 35-57.
Schyns, B., & Schilling, J. (2011). Implicit leadership theories: Think, leader, think effective?. Journal of Management Inquiry, 20(2), 141-150.