A review of related literature of leadership

Rost (1991) describes leadership as “an influence relationship among leaders and collaborators
who intend significant changes that reflect their mutual purposes”. Leadership is identified as a positive
behavior taken by an individual with power and influence. People have their own understanding of
leadership, in other words, there are a lot of studies regarding its definitions are recognized. However, it is
important to gain knowledge of how we are able to have our understanding of the concept of leadership
that we have today. While each exertion is made to condense this review of leadership literature, the field is
with the end goal that it requires a genuinely enveloping survey of numerous ideas to increase an
appropriate and adequate understanding of the topic. Therefore, it is important to scrutinize these five
historical threads of leadership. This inspects the connections among pioneer and follower and the
movement of sharing or coming to share, common purposes, values, standards, objectives, and
significance in our organizational and individual interests.

“Great Man" Theory

At first, leaders were thought to be born and not made. This so-called "great person" theory of
leadership implies that some individuals are born with certain traits that allow them to emerge out of any
situation or period of history to become leaders. This theory focuses attention on the man or woman on the
job and not on the job itself. In other words, great person theory studies individual leaders - "leaderships"
rather than 'leadership". Earlier leadership was considered as a quality associated mostly with the males,
and therefore the theory was named as the great man theory. But later with the emergence of many great
women leaders as well, the theory was recognized as the great man theory.
The theory states that a few people are brought into the world with the important properties that set
the leaders apart from others and that these attributes are answerable for their acceptance of places of
intensity and authority. A leader is a great hero who achieves objectives despite seemingly impossible
opposition for his adherents. The theory suggests that people with great influence have the right to be there
as a result of their special award. Moreover, the hypothesis fights that these attributes stay stable after
some time and across various gatherings. Along these lines, it proposes that every great leader share
these trademarks by paying a little mind to when and where they lived or the exact job in the history the
leaders are satisfied.
According to the Great Man Theory leaders are born with a set of specific skills and traits that
makes an individual destined for a leadership position. Also known as a trait perspective to leadership it
suggests that “certain individuals have special innate or inborn characteristics or qualities that differentiates
them from non-leaders” (Northouse, 2010, p.4). In particular, these attributes were accepted to incorporate
different insights about the theory.
Great Man theory assumes that the capacity for leadership is inherent – that great leaders are
born, not made. These theories often portray great leaders as heroic, mythic and destined to rise to
leadership when needed. The term "Great Man" utilized in time that, at that point, initiative was thought of
fundamentally as a male quality, particularly as far as military administration. Such speculations propose
that individuals can't generally figure out how to become solid pioneers. It's either something you are
brought into the world with or conceived without. It is especially a nature way to deal with clarifying
administration.
Situational or Contingency Theories
Situational is the set of things that are happening and the conditions that exist at a particular time
and place. Situation theory recommends that behavior theory isn’t sufficient for the complicated universe of
associations and society since explicit practices are most valuable just during specific sorts of
circumstances. While contingency theory proposes that leaders’ influence is contingent on various factors
(like positional power), which in turn determines appropriate leadership styles (Fiedler, 1967)
White & Hodgson (1996) suggest that truly effective leadership is not just about the qualities of the
leader, it is about striking the right balance between behaviors, needs, and context. Two Good leaders are
able to assess the needs of their followers, take stock of the situation, and then adjust their behaviors
accordingly. Success depends on a number of variables including the leadership style, qualities of the
followers and aspects of the situation.
Current leadership research is almost entirely situational. Researchers, immediately moving in the
direction of distinguishing those components in every circumstance that affected the appropriateness of a
specific leadership style. Also, this methodology looks at the interrelationships among pioneers and
subordinate practices or qualities and the circumstances in which the gatherings get themselves. This can
obviously be found in crafted by scientists, for example, who illustrated one of the first situational models.

Trait Theory
Trait theory takes a gander at the investigation of pioneer transport as the investigation of
extraordinary pioneers, or if nothing else, their attributes and characteristics. The first attempts to codify
leadership and determine what “makes a good leader” centered on the belief that leaders are born not
made (Galton, 1870; Wiggam, 1931, see stogdill, 1974). This offered to ascend to different types of trait
theory: the possibility that the administration relies on close to home characteristics and character.
The early theorists opined that born leaders were endowed with certain physical traits and
personality characteristics which distinguished them from non-leaders. Trait theories ignored the
assumptions about whether leadership traits were genetic or acquired. Jenkins identified two traits;
emergent traits (those which are heavily dependent upon heredity) as height, intelligence, attractiveness,
and self-confidence and effectiveness traits (based on experience or learning), including charisma, as
fundamental component of leadership (Ekvall & Arvonen, 1991).

Transactional or Management Theories

Transactional leadership spotlights on results, fits in with the current structure of an association
and measures accomplishment as per that association's arrangement of remunerations and punishments.
Value-based leaders have formal power and places of duty in an association. This sort of leader is liable for
keeping up routine by overseeing singular performance and encouraging gathering performance.
A kind of leader sets the criteria for their laborers as indicated by recently characterized provisions.
Performance reviews are the most well-known approach to pass judgment on representative performance.
Value-based, or administrative, leaders work best with representatives who know their employments and
are persuaded by the prize punishment framework. The state of affairs of an association is kept up through
transactional leadership.
 Management theories, also known as transactional theories, concentrate on the job of supervision,
association and gathering execution. These theories base authority on an arrangement of remunerations
and disciplines. Administrative theories are regularly utilized in business; when workers are fruitful, they are
compensated; when they fall flat, they are denounced or rebuffed. Contrasts leadership as a negotiated
cost-benefit exchange and as an appeal to self-transcendent values of pursuing shared goals for the
common good (Price, 2003).
The transactional leadership was described as that in which leader-follower associations were
grounded upon a series of agreements between followers and leaders (House & Shamir, 1993). The
transactional theory was “based on reciprocity where leaders not only influence followers but are under
their influence as well”. Some studies revealed that transactional leadership show a discrepancy with
regard to the level of leaders‟ action and the nature of the relations with the followers. Bass and Avolio
(1994) observed transactional leadership “as a type of contingent-reward leadership that had active and
positive exchange between leaders and followers whereby followers were rewarded or recognized for
accomplishing agreed upon objectives”.

Behavioral Theory
Leadership are based upon the belief that great leaders are made, not born. Consider it the flip-
side of the Great Man theories. Rooted in behaviorism, this leadership theory focuses on the actions of
leaders, not on mental qualities or internal states. According to this theory, people can learn to become
leaders through teaching and observation. leadership in terms of people- and task orientation, suggesting
that different combinations of these produce different styles of leadership.
John B. Watson (1913). There are two major types of conditioning: Classical Conditioning is a
technique frequently used in behavioral training in which a neutral stimulus is paired with a naturally
occurring stimulus. Eventually, the neutral stimulus comes to evoke the same response as the naturally
occurring stimulus, even without the naturally occurring stimulus presenting itself. Operant Conditioning is a
method of learning that occurs through reinforcements and punishments. Through operant conditioning, an
association is made between a behavior and a consequence for that behavior.
The behavioral theories have linked leadership with behavior. Leaders show that leadership
instead of being founded on explicit attributes depends on conduct that can be plainly characterized and
learned. Conduct hypothesis additionally demonstrated that leaders principally had two sorts of conduct.
The primary kind of leaders demonstrated concern for individuals and the second was basically concerning
about creation. Since these practices can be educated, it isn't constantly fundamental that individuals had
all the particular attributes that were connected with initiative to be viewed as leaders. These practices are
to be learnt and individuals can learn them for the others. Early research has additionally demonstrated that
leaders could stay worried for the two individuals and creation.
Transformational Leadership Theory
Transformational leadership is a relatively new approach to leadership that focuses on how leaders
can create valuable and positive change in their followers (Burkus, 2010). Transformational leadership
might be found at all degrees of the association: groups, departments, divisions, and associations in
general. Such leaders are visionary, moving, brave, daring individuals, and keen masterminds. They have a
magnetic appeal.
 It centers around the essential management procedure of controlling, sorting out, and momentary
planning. This leadership includes motivating and coordinating devotees basically through speaking to their
own personal circumstance. The intensity of value-based leaders originates from their formal power and
duty in the association. The principle objective of the supporter is to comply with the guidelines of the
leader.
The value-based leaders are seen as very viable in controlling proficiency choices which are
planned for reducing expenses and improving efficiency. The leaders will in general be exceptionally order
and activity arranged and their relationship with the adherents will in general be transient and not founded
on passionate bonds. The theory expect that subordinates can be spurred by basic prizes. The main
'exchange' between the leader and the followers is the cash which the supporters get for their consistence
and exertion.

Types of Leadership Styles

Democratic Leadership
It is one of the most effective leadership styles because it gives it people the chance to show his
skill and to exercise authority they’ll need to use wisely in futures position they might hold . Democratic style
strengthens the position of the leader who is respected by his employees. Managers are not expected to be
families with everything that is why they employ knowledgeable and competent employees. Democratic
Leadership is termed as the most effective leadership style (Lewin and White,1939).
The biggest problem with democratic leadership is its underlying assumptions that everyone has a
fair interest in an outcome and common degree of decision-making ability. Although democratic leadership
sounds good in theory, it is often stuck in its own slow process, and workable results usually require a huge
amount of effort.
Strong democratic leaders inspire trust and respect among followers. They are sincere and base
their decisions on their morals and values. Followers tend to feel inspired to take action and contribute to
the group. Good leaders also tend to seek diverse opinions and do not try to silence dissenting voices or
those that offer a less popular point of view.

Laissez-Faire Leadership
Robbins (2007) explained the laissez-fair style as “Abdicates responsibilities avoid making
decisions”. Usually, laissez-faire leaders excel at showing knowledge and history at the outset of a project,
which can be especially useful to self-managed teams. In giving members of the team everything they need
at the beginning of an assignment, they will then have the expertise they need to complete the task as
directed. The successful use of this approach is when an experienced and trained worker is highly
qualified. Workers have the ability to work effectively on their own and also when the workers are efficient
and completely qualified to perform tasks. This style should not be used in the absence of managers where
staff feel insecure as well as managers unable to praise employees for their good work that team members
have done.
Leaders using the Laissez Faire management style will sometimes take advantage of the hands-off
approach to delegate responsibility over failure. Because they are away from the group, the approach is
used to justify why the leader is not responsible for the issues that occurred. The leader can then blame
team members, show evidence of their failure, and remove them while retaining their own position.
Leaders leave a lot of responsibility in the hands of their workers. As a result, they are very
concerned with the experience and educational level of employees. That’s why many laissez-faire leaders
will step into the role of support and provide the training, educational opportunities, and resources that
workers need to make to perform and make decisions.

Transformational Leadership
A charismatic, inspiring style of leading others that usually involves heightening followers’
motivation, confidence, and satisfaction; uniting them in the pursuit of shared, challenging goals; and
changing their beliefs, values, and needs. Compare transactional leadership. [Introduced by U.S. political
scientist James MacGregor Burns (1918–2014)]. Transformational leaders strive to be intelligent,
enthusiastic and passionate about emotion. We are committed not only to helping the company achieve its
goals, but also to helping members of the group realize their potential.
The problem with change is that if it happens too often it becomes disruptive, and harmful if the
leader takes excessive or unwanted risks. Organizations often employ a transformational leader to create
change within the company. Yet danger comes when the transformational boss, instead of something good
for the company, focuses on change as the end game. If the leader refuses to determine critically whether
this particular change is the appropriate response at this time and for that organization, it is more likely to
produce negative results.

Transactional Leadership
Transactional Leadership Theory allows both leaders and followers to accomplish many things.
This theory allows “leaders to accomplish their performance objectives, complete required tasks, maintain
the current organizational situation, motivate followers through contractual agreement, direct behavior of
followers toward achievement of established goals, emphasize extrinsic rewards, avoid unnecessary risks,
and focus on improving organizational efficiency” (McCleskey, 2014). One of the main advantages of this
leadership style is that it creates clearly defined roles. People know what they need to do and what they will
get in return for those tasks to be done. It also helps leaders to offer a lot of input and guidance when
needed.
Under this leadership style, violating policies or refusing to follow instructions can often lead to the
termination of a worker. Workers are expected to fulfill their duties without complaint. Without individuality,
there is no flexibility, which means this leadership style can fail under certain conditions. It eliminate
individuality from the production process.

Bureaucratic Leadership
It is a system of management whereby employees are made to follow specific rules and lines of
authority created by the superiors. In other words, these set of leaders function based on official regulations
fixed by higher authorities within the organization (Max Weber, 1947). The Bureaucratic Leadership is the
management system that is being used by a few large corporations until today. If you're working with a
highly regulated business environment, your style of leadership can have a huge impact.

The leadership model of bureaucrats can limit productivity or creativity of employees. The leaders
use regulations and laws to create consistency in the workplace. They believe in remaining consistent, and
that following the laid down rules, the status quo will produce the required result. And when more
regulations are added, employees would have no other choice but to slow down to make sure they are
following the right procedures

Coach Style Leadership

Coaching leadership is a style that involves and facilitates the engagement of people, as well as
drawing out and understanding and empathizing with their specific and individual motivations. In exchange,
this method provides a much closer and superior insight into an organization’s challenges and some ideas
on how they might be best resolved (Paul Hersey and Kenneth Blanchard, 1960). Coaching leadership can
significantly improve results though. Yes, focus is taken away from daily business tasks and instead placed
of personal development, but because this requires two-way communication individuals feel valued,
develop a sense of importance within the culture and get fast and constructive feedback to continue and
reach higher.
This style of leadership also dovetails creative leadership comfortably. According to a recent IBM
Global Chief Executive Officer Study, ‘creativity is the most important leadership competency. Leaders
work with teams toward a shared vision and integrate a strong learning component with feedback loops that
allow for learning and adapting to changing needs and services.'
A coaching style encourages the sense of responsibility and commitment in employees. This is
because these leaders express the feeling towards their employees that they believe in the qualities and
competences they possess.

Autocratic Leadership
Autocratic leadership, also known as authoritarian leadership, is a leadership style characterized
by individual control over all decisions and little input from group members. Autocratic leaders typically
make choices but rarely accept the ideas of his members. But the benefits of this leadership is that you can
make decisions quickly, especially in stress-filled situations.
Autocratic leadership tends to create a negative image of leadership to most people. Yet, while the
leadership style is not generally favored in discussion and analysis, it is still a prevalent leadership style in
modern corporate culture (Anastasia Belyh, 2016). When it comes to leadership styles, autocratic
leadership is among the most tried and tested examples of leadership. As the section will highlight, human
history is full of autocratic leadership examples, but they are also available in the modern world. Both the
past and the present have attempted to identify the essence of what autocratic leadership means.
Leadership Composite
Leaders have been part of the society for a very long time, there are many leaders that possess
different traits and different ways of influencing people. It takes a lot of important qualities for a leader to
successfully guide his/her people to accomplish the desired goal of the group. A famous quote by Douglas
MacArthur cited in Anderson (2013) states that:
A true leader has the confidence to stand alone, the courage to make tough decisions, and the
compassion to listen to the needs of others. He does not set out to be a leader, but becomes one
by the equality of his actions and the integrity of his intent.
(Anderson, 2013)
Presidents, business owners and executives around the world have different approach and style of
leadership for a more effective and efficient operation. Leadership style is a key determinant of the success
or failure of any organization and is a manner and approach done by the leader to influence and motivate
his subordinates (Ojokuku, R. M., Odetayo, T. A., & Sajuyigbe, A. S., 2012). But there is no leadership style
that will work on every situation. Great leaders possess the ability to adapt to different environmental stress
and still be able to manage the team and achieve their goal. A good leader should know the members who
are part of the team. A quote by Alex Gerasimov cited in Gleeson (2016) states that:
Knowing the strengths and weaknesses of every individual to effectively manage the outcome of a
team is imperative for success. Leaders have a great vision and use the resources at hand to solve
problems. They take risks and make hard decisions, knowing they could sometimes be wrong.
Those are the most important qualities of a real leader that work similarly in our professional and
personal lives.
(Gleeson, 2016)
Some of the common qualities that are believed to be those of a great leader are show below:

Qualities Qualities
Confidence Humility
Toughness & inspiration Learn from failure and bad experiences
Ability to communicate the vision & Commitment
values
Ability to identify and attract talent
Establish the right culture in the
organization
Honest, integrity and transparency

Mut
eswa, 2015
According to Germano (2010) the most successful trait-driven leadership style is charismatic. Charismatic
leaders have a vision, as well as a personality that motivates followers to execute that vision. Charismatic
leadership is said to prevent competition among team member, the removal of competition results to a
group of loyal followers but may cause fewer future leaders.
 Relationship between leadership style and organizational performance has been discussed often.
Most research results showed that the leadership style has a significant relation with the organizational
performance, and different leadership styles may have a positive correlation or negative correlation with the
organizational performance, depending on the variables used by researchers (Fu-Jin et al., 2010).
Authentic leadership simply advantageous in the sense that there is a higher level of trust and
respect among a group or organization, and authentic leaders generally have less trouble getting things
done even in challenging situations because of this harmonious relationship. This in turn, increases these
leaders’ credibility and makes them trustworthy in the eyes of both the people who work for them and the
people they work for. The authentic leadership model is characterized by four things: self-awareness,
relational transparency, balanced processing, and internalized moral perspective. Self-awareness means
that the leader knows and understands his or her strengths and weaknesses, and acts and makes
decisions accordingly. Self-awareness means that the leader knows and understands his or her strengths
and weaknesses, and acts and makes decisions accordingly. Self-awareness also means that authentic
leaders often realize the depth of the impact their interactions and decisions have on a team or on the
organization. Plus, the more the leader learns and progresses, they more become self-aware.
Relational transparency indicates that this type of leader will be much more of an open book to the
people he or she works with. They’re more open with their feelings and are more willing to talk things out
and have a better understanding of the people they work with and the situations they find themselves in.
This means that data and metrics are king, and authentic leaders are not shy in using these kinds of
objective information to come to a decision about something. Finally, the internalized moral perspective
means that based on the leader’s self-awareness of his or her values and the need to act in such a way
that reflects those principles, the leader effectively regulates him or herself and is generally unaffected by
social or group pressures.
Here, the leader has a much better awareness of the capabilities of the people who work for them.
This means that work deadlines and expectations are much more realistic, and workers better feel that their
leader can relate to them. A major advantage of situational leadership is that leaders will be pushed not
only to improve their own skills, but also launch initiatives that will also improve the capabilities and
knowledge of rank-and-file employees. As a result, the company’s talent pool grows, which means a better
chance at continuing to evolve the organization to meet current needs and keep abreast of the latest trends
and challenges.
Advantages of being a leader
As a group leader, you have the most influence in what direction the group wants to head. Though
an effective leader proposes group discussions and encourages everyone to share ideas, the leader has
the ability to impact the decisions. A good leader can delegate to task efficiently knowing the strengths and
weaknesses of the subordinates which increases the productivity of the team. Another advantage is the
boost of morale, great leaders can gain the trust and loyalty of their subordinates that results to willingness
of the members to work more effectively
Disadvantages of being a leader
One of the biggest downsides of being the leader is higher accountability for the actions and the
outcomes of the group. This greatly affects personal and professional career since mistakes are the ones
that are always looked upon. Team members are also most likely to blame the leader for the failures of the
group.
Great leaders in the history
Mohandas Karamchand Gandhi or Mahatma Gandhi is known for his resilience, knowledge,
people-skills, motivational approach and leading by setting example. Through his non-violence way of
fighting and his continuous defiance of civil laws he led his country to freedom in 1947.
George Washington also known as the founding father of United States of America, is considered a
good leader for his great foresight, vision, strategic planning and his ability to lead people to success. He
led the American revolution and became the first president of the United States of America
Lincoln is known for his determination, persistence, beliefs and courage. He was the main reason
why their nation didn’t fell apart during the American civil war. By signing the Emancipation Proclamation he
put an end to the slavery happening in America
Muhammad has so much contribution to the spread of Islam in and around Arabia. His contribution
to Islam is the reason why it is now the second largest and fastest growing religion in the world. His best
qualities were his persistence, courage, leading by example, decision-making and motivational approach.

What Great Leaders Do

Garfinkle (2005-2020) said that leaders need to understand the specific traits that will help to
achieve a high level of leadership success. He also stated ten tips about being a good leader
1.Great leaders lead by example with an overriding guiding vision or purpose.
2.Great leaders know how to be themselves and are proud of who they are.
3.Great leaders have the ability to inspire confidence in others.
4.Great leaders are never self-serving.
5.Great leaders rarely question themselves.
6.Great leaders know when to take advice
7.Great leaders possess the foresight to move ahead, even in the most questionable times.
8.Great leaders love what they do and communicate their passion to others.
9.Great leaders learn to lead by following.
10.Great leaders never quit.
Importance of leadership
In leading a group or an organization there be should initiate actions. Make plans for the future as
early as possible in order for better plans. To have a strong organization, employees must motivate by the
acting leader by giving extra rewards for the employees to make them inspired and work harder.
Employees also need to be guided by their leaders in the field in order to correct any mistakes and improve
the assign job. Giving them guidance also sharpens their skills and making them a better subordinate in the
future. In guiding the employees there should be teachings and learnings on how to correct their mistakes it
boosts their confidence for the next attempting a project. Effective leadership is built on a solid foundation
consisting of a clear mission, a vision for the future, a specific strategy, and a culture conducive to success.

(Rihal, 2017)
The importance of leadership in the administration can't be over-emphasized. To complete things by
individuals, the board must stash initiative in the association. Cooperation is fundamental for
acknowledging authoritative objectives. Administrators must impact the group for work achievement
through initiative. Besides, initiative guides authority.
There are points of confinement to the utilization of expert in getting superior among subordinates.
Authority alone can't create a great demeanor for improved execution. Due to its primary dependence on
impact, authority is basic for acquiring fruitful work achievement. Thirdly, if the board neglects to give
capable initiative, casual administration will create which will in the long run control the conduct of the
representatives and may collide with administrative authority.

CONCLUSION

Through this literature review, it can be concluded that leadership is the ability to direct a group of
people into achieving a common goal. This is done by people who have affinity to some leadership
attributes. Leaders empower their subordinates to be more committed and enthusiastic to accomplish goals
effectively. Leadership is achieved through interaction between the leader, followers and environment.
Every style of leadership is unique in terms of teamwork, communication, inspiration, goal setting and
decision making. The literature findings provide a review of some leadership styles mainly democratic,
transformational, bureaucratic, coach-style, autocratic, transactional, and laissez-faire. Each leadership
styles shows advantages and disadvantages for different types of surrounding environment. Leaders that
has clear understanding of the needs of workers and a clear picture of potential negative effects of position
uncertainty and role conflict has the capacity to create a better organizational atmosphere in which
employees can perform to their fullest. Leaders must be the role model to his follower and must be the one
who will guide and instruct them to accomplish their task. The review of the literature can be good evidence
to say that the leadership subject is quite diverse, and there are many unexplored leadership styles that
can be crucial to the organization’s success. In the present, effective and efficient leadership is very
important in an organization since most of the time these results to a more productive and committed
subordinates. Leaders just have to find the right leadership style that suits the situation the most and of
course suits the leader itself.

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