Organizational Leaders, Conventional Leadership Philosophies Backed by Academic Research and Unconventional Leadership Philosophies

Volume 8, Issue 8, August 2023 International Journal of Innovative Science and Research Technology
ISSN No:-2456-2165
Organizational Leaders, Conventional Leadership

Philosophies Backed by Academic Research and
Unconventional Leadership Philosophies
Dr. John Motsamai Modise
South African Police Service
Abstract:- The article's goal was to identify the elements leadership in the 1970s, no single theory has been accepted
that led organizational leaders and traditional leadership by academics (Allio, 2013; Bennett, 2009). Bennis (2013)
practices supported by academic theories to non- and Latham (2014), argue that traditional leadership
traditional leadership practices.In the age of extreme approaches are failing to meet the demands and expectations
complexity, attention to leadership is crucial. The third of modern corporate environments, and current leadership
millennium, with its unique traits like hyper- theories might be out of date.
industrialization, communication and information
technology period, and digital world, demands leaders Allio (2013) and Van Dierendonck & Nuijten (2011)
who can keep up with societal developments. argue that each leadership style should be employed
separately, despite the fact that there is a lot of overlap and
The construction and development of an similarity between them. Recent approaches to leadership,
organization involves many different aspects, among such as transactional or transformational, also support this
which leadership is of great importance and occupies 45 idea. Despite this, a lot of scholars still view each as distinct
percent of organizational work (Bass & Stogdill, 1990). and unique. A transactional leader inspires through a goal-
Leadership works greatly on the realization of visions oriented system of leadership, whereas a transformational
and goals; a leader lacking in leadership, like the front of leader inspires through the use of long-term goals and
a train short of a driver, prevents the realization of these performance. However, if one were to apply theory, a leader
goals.Value of the study: Leaders are moving away from cannot use both styles concurrently (Ardichvili &
the conventional leadership theories that have been Manderscheid, 2008; Safferstone, 2005).
taught in schools and toward their non-conventional
leadership techniques. There is a paucity of knowledge According to several scholars, leaders should only use
regarding the causes of this new phenomenon, and one type of leadership, which restricts how desired
leaders are still being educated using theories that may leadership attributes can be used in reality (Derue &
no longer be suitable in light of the constantly shifting Wellman, 2009; Torres & Reeves, 2011). Northouse (2013)
organizational environment.In contrast, a strong leader listed intelligence, self-confidence, determination, integrity,
may effectively guide his followers to go in a particular and sociability as the five key leadership traits sought by
direction, much like a front with a forceful driving force. leaders engaged in any leadership capacity or style.
A leader in an organization is like the front of a Leadership traits are behaviors shown by people. Avolio,
locomotive. According to system theory, an Walumbwa, and Weber (2009) and McCleskey (2014)
organization's harmony appears and its goals are argued that characteristics like intelligence, creative
realized as long as its organizational leadership is at its problem-solving, and integrity are only a few of the qualities
finest. a transformational leader should possess; yet, these same
qualities are also coveted by leaders who follow
Keyword:- Leadership, Autocratic leadership, transactional and other leadership philosophies.
Transformational Leadership,Transactional
leadership,Authentic Leadership, Ethical Warren Bennis, a prominent pioneer in the study of
Leadership,inspirational motivation, idealised influence, leadership, argued that globalization, technology, and
individualconsideration. digitization had profoundly altered leadership before his
passing in 2014 (Ardichvili & Manderscheid, 2008; George
I. INTRODUCTION & Sims, 2007). Other researchers, such as Latham (2014)
and Dew, Enriquez, McFarlane, and Schroeder (2011), have
Since the dawn of time, leadership has changed identified the phenomenon of an evolving and constant
throughout history. Despite the extensive leadership progression within society that affects all facets of
research that has been done and the numerous theories that international interaction, economics, business, and
have been developed over the past century, neither organizational environments, have concurred with Bennis'
researchers nor leaders have come up with a universally advice.
accepted theory of leadership that encompasses all situations
(Allio, 2013; Bennis, 2013). There are leadership gaps and a need for new
leadership abilities and skill sets as a result of expanding
Although the systematic study of leadership dates back organizational efficiency measurements, economic
to the 1930s and has given rise to numerous theories, integration, increased stakeholder involvement in
including James MacGregor's concept of transformational organizational affairs, and changes to traditional company
IJISRT23AUG590 www.ijisrt.com 3020

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procedures (Latham, 2014). No widely accepted approach or acknowledged the problems that traditional leadership
leadership style is thought to be the best for influencing, models have in 21st-century enterprises provided the data
according to Hershey and Blanchard (1969) and McCleskey for this study. It will be possible to establish new theories
(2014), because various situations necessitate taking and better understand why many of the current ones are out-
different actions. Future leaders across all sectors will need of-date by analyzing the participants' replies, views, and
to be more aware, involved, and interactive with their decision-making processes (Bennis, 2013; Fibuch, 2011;
businesses and workforces. To do this, they will need to Latham, 2014).
adopt new leadership strategies and develop stronger
negotiating abilities in the face of the organizational III. THEORETICAL/CONCEPTUAL FRAMEWORK
landscape's ongoing change (Ling, Simsek, Lubatkin, &
Veiga, 2008; Rietsema & Watkins, 2012). The original research on James MacGregor Burns'
transformational leadership theory conducted in the 1970s,
In-depth research has continued on formal leadership as well as subsequent studies by Bernard M. Bass and a
studies, which started in the 1930s (Allio, 2013; Bennett, large number of other researchers, served as the foundation
2009). The best leadership theory has not been decided upon for the theoretical framework chosen to support this study
by researchers, even though many different leadership (Bass, 1985; Bass & Bass, 2008; Bennett, 2009; Burns,
theories are currently in use (Allio, 2013; Bennett, 2009). 2010, Northouse, 2013). Bass created the Bass
Otte (2015) argued that conventional leadership theory was transformational leadership theory based on Burns' research
created for an industrial era without having a vision for a on transformational leadership, which identified four key
future in which networks of companies are collaborative, components of transformational leadership: intellectual
global, and interconnected. As stated by Bennis (2014), stimulation, individual consideration, inspirational
present leadership theories are unable to meet the needs of motivation, and idealized influence (Bass, 1985; Bass &
today's organizational requirements because of the Bass 2008). By promoting independence and looking for
development of a technologically digital world, new opportunities to achieve objectives, leaders give their
transparency, and the need for leaders to lead across various followers intellectual stimulation (Bass, 1985; Bass & Bass,
dimensions. 2008).
II. STATEMENT OF THE PROBLEM By concentrating on needs and acting as a mentor,

teacher, and motivator, individualized consideration is given
The ongoing application of outmoded leadership ideas (Bass, 1985; Bass & Bass, 2008). To inspire groups and give
has become problematic due to the shifting organizational them a sense of purpose and meaning for work, a leader
contexts of the twenty-first century (Bennis, 2013; Latham, might use qualities like charisma (Bass, 1985; Bass & Bass,
2014). In contrast to academic theory, many leaders today 2008). Leaders that act as role models and exhibit qualities
no longer use conventional leadership philosophies and have like honesty, dependability, and zeal provide idealized
shifted to more effective methods, including using multiple influence (Bass, 1985; Bass & Bass, 2008).
philosophies at once (Derue & Wellman, 2009; Kaigh,
Driscoll, Tucker, & Lam, 2014; Srinivasan, 2010). The five practices of the exceptional leadership model
were created by Kouses and Posner (2012) in response to the
Leaders who continue to practice traditional leadership increased demand for values-centered leadership and
are less effective, according to Torres and Reeves (2014) leadership development (Naicker, Chikoko, & Mthiyane,
and Sarros and Sarros (2011), because of a lack of 2014; Otte, 2015). The leadership model developed by
confidence, and a lack of abilities related to adaptive ability, Kouses and Posner highlighted five crucial traits and
among other things. According to several studies (Bennis, behaviors for effective leaders: setting an example, inspiring
2013; Latham, 2014; Rietsema & Watkins, 2012), a common vision, challenging the status quo, empowering
conventional management concepts and methods that were people to take action, and encouraging the heart. To "model
not designed to meet the organizational difficulties of the the way," one must lead by example, serve as an inspiration
twenty-first century connected to advancements in to others, create opportunities for change, and take the
technology, globalization, and openness generally resulted initiative while building relationships (Kouzes & Posner,
in less successful leaders.This led to the emergence of 2017). A leader who can inspire others to share an
constantly changing 21st-century organizational organization's vision and create confidence that the purpose
environments. According to McCleskey (2014) and Silva can be realized is said to be practicing inspiring a shared
(2014), there is no one effective leadership style, and vision (Kouzes & Posner, 2017).
academics, academic researchers, and organizations that
practice leadership all hold divergent opinions about what In conclusion, challenging the process means
constitutes effective leadership. questioning the current quo, acknowledging the possibility
of failure, seeking for creative ways to find change leaders,
The specific problem was the absence of understanding as well as exploring challenging options. Leaders may
of why organizational leaders changed from their non- inspire others to take action by creating an environment that
traditional behaviors, which are not yet tied to a theory or is encouraging and where they demonstrate their belief in
model of leadership, to those that are supported by academic and willingness to work with others while also allowing
theories of leadership (Derue & Wellman, 2009; Fibuch, them to use their creativity and make contributions to the
2011; Kaigh, et al., 2014). Participants in this study who are company (Kouzes & Posner, 2017). Encourage the heart,
utilizing new non-traditional leadership styles and have according to Kouzes and Posner (2017), is the practice of

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leaders recognizing their staff members' achievements and Leadership has changed over the past century from
sharing their success with other leaders. being a practice or something that individuals performed to
being a well-defined research process that has resulted in a
Northouse (2013) identifies intelligence, self- variety of leadership theories and styles (Dionne, et al.,
assurance, persistence, honesty, and sociability as the 2014). The University of Iowa undertook leadership
essential qualities of a leader. Northouse (2013) claims that research in the 1930s to determine the optimum leadership
self-confidence is the capacity of a leader to have faith in technique (Bhatti, Maitlo, Shaikh, Hashmi, & Shaikh,
their skills and abilities, whereas intellect is viewed as the 2012).Laissez-faire, democracy, and autocracy were shown
capacity for cognition. Northouse (2013) defines to be the three primary leadership styles in Kurt Lewin's
determination as demonstrating persistence and a personal research (Bhatti et al., 2012). While the laissez-faire leader
will to accomplish a goal. Integrity is the attribute of gave power and responsibility to others, the autocratic leader
dependability and honesty, whereas sociability is the ability maintained a controlled environment, prioritized decision-
of a leader to forge connections with others by projecting an making, imposed a dictatorial system of work for followers,
approachable demeanor and the aptitude for social and and limited the participation of followers (Bhatti et al.,
personal interactions. 2012). The democratic leadership style was found to be
more effective in fostering positive employee attitudes and
According to Avolio (2009) and Ling (2008), morale through involvement, delegation, and working with
transformational leadership and the characteristics that go followers (Omilion-Hodges & Wieland, 2016; Smothers,
along with it have become the preeminent leadership style. 2011).
The five practices of excellent leadership proposed by
Kouzes and Posner, along with those proposed by Burns The Ohio State Leadership Studies conducted a
(2012), Bennett (2009), Latham (2014), Northouse (2013), leadership study in the 1940s and 1950s and discovered
and Thompson (2012), have all been proposed as qualities of issues with groups, organizations, and the function of
leadership that can be applied to a number of leadership followers about leadership (Stogdill, 1950). Observations
philosophies.According to Kouzes and Posner (2012), the about a progressive shift away from authoritarian leadership
adoption of features that are common to many different methods and toward a transactional style approach were
leadership styles shows that leaders have evolved and use made during the Ohio research period (Omilion-Hodges &
various leadership stances concurrently. Wieland, 2016). Two key components linked to leadership
behaviors were discovered by the Ohio State experiments
IV. HISTORY OF LEADERSHIP EVOLUTION done by Stogdill: beginning structure and thoughtfulness
While leadership is seen as an essential field of study, (Rowold, 2011). The effectiveness of a leader's capacity to
there isn't a lot of consensus in this area (Northouse, 2013). establish organizational structure and follower
Interest in formal leadership education has been growing responsibilities had an impact on task-related goals as well
since the turn of the 20th century (Allio, 2013). Over the as profitability and performance (Rowold, 2011).
past century, the study of leadership has changed as interest Consideration influenced addressing the relationships with
in the field has risen steadily. For instance, Bernard Bass the needs of followers, promoting positive traits including
launched the leadership quarterly, an academic publication open dialogue, respect, and trust between followers and
that has published over 800 manuscripts on the subject of leaders (Rowold, 2011). According to Ayman and Korabik
leadership (Dionne et al., 2014). Over the past fifty years, (2010), consideration was found to be the factor that had the
leadership has been one of the areas that business schools greatest impact on follower commitment and performance
throughout the world and in the United States have taught satisfaction.
the most (Collinson & Tourish, 2015). Studies from the University of Michigan that were
Since the earliest family unit, clan, village, and other similar to those from Ohio State from the late 1940s and
structured organizations came into existence, leadership, early 1950s were carried out in the 1960s. To determine
even in its most basic form, has existed within civilizations leadership effectiveness, Likert conducted studies in
(Allio, 2013; Celarent, 2014). The globe has benefited from Michigan (Gregoire & Arendt, 2014; Northouse, 2013). The
the contributions of early civilizations like the Phoenicians, study resulted in behavior-oriented leadership styles that are
who invented the phonetic alphabet, and improved employee- and production-focused (Ayman & Korabik,
glassmaking skills, and navigational methods (Gore, 2004). 2010; Northouse, 2013). Leaders who prioritized production
According to Chase, Jacob, Jacob, Perry, and Von Laue concentrated on technical issues whereas employee-centered
(2013), the Greeks and Romans are also responsible for the leaders concentrated on relationships. Leaders that put their
introduction of democracy, architecture, aqueducts, the people first performed better as a team and were more
calendar, the arts, the census, and a host of other satisfied with their work.
innovations. These and other civilizations' entrepreneurial Low satisfaction and output were the results of leaders
spirit and successes provide proof of the existence of that prioritized production (Gregoire & Arendt, 2014; Yukl,
structured leadership in some capacity as well as the 2012). However, during the past century, a movement has
ongoing development of leadership over time (Anderson, evolved that also focuses on followers and the impact they
Curley, & Formica, 2010). have on organizational leadership and success (Allio, 2013).
The study of leadership has produced and will continue to
create valuable research. Within their corporate

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surroundings, modern followers today have more authority, According to Yukl (2002), successful leadership is the
control, information, and empowerment (Allio, 2013; Carter, act of persuading people to understand and agree on what
2013). needs to be done, how to do it effectively, and how to
facilitate both individual and group efforts to achieve
In the opinion of Allio (2013) and Carter (2013), the common goals. According to Gregoire and Arendt (2004),
modern follower is tech aware, current, and involved in leadership is the behavior of a person who guides a group's
every facet of their sector specialty. Today's leaders must actions toward a common objective.Giving the organization
help followers develop and maintain the skills necessary to a vision is one of a leader's main responsibilities (Beato,
implement and sustain market performance and connections 2020). The leader inspires and motivates teams to work
with customers, counterparts, and alliances in addition to toward a common objective by outlining the vision and what
their traditional leadership responsibilities (Allio, 2013; has to be done to attain it. People will naturally follow a
Carter, 2013). Leadership Theories since the 1930s, when leader in search of guidance, direction, and clarity.
the official study of leadership began, scholars have
developed a wide range of leadership theories and styles Individuals can reach higher levels of achievement and
(Allio, 2013; Bennett, 2009). performance with the support of a leader's direction and
mentoring. A capable team leader also contributes
Warren Bennis, a 20th-century pioneer in the study of significantly to ensuring productivity in addition to
leadership, discussed how leaders change from traditional providing guidance. The team leader fosters an environment
leadership and focused on acquiring control to a more non- that encourages high performance by aggressively
traditional manner of motivating followers in his 1985 book recognizing and minimizing potential dangers or
On Becoming a Leader (Bennis, 2009). In contrast to impediments that could obstruct progress. The team leader
conventional thinking, the Bennis method of leadership takes proactive steps to reduce disruptions and maintain
showed the way toward a more trait-based approach where peak productivity levels, whether it's handling
leaders gave vision, passion, integrity, and trust (Bennis, disagreements, addressing resource limitations, or adjusting
2009). The Leadership Challenge series of books by Kouzes to unforeseen problems. In addition to leading the team,
and Posner that emphasized credibility, morals, values, their duties also include actively guarding it against hazards
ethics, and engagement were influenced by or improved that can compromise its performance. What Is the
upon by Bennis' approach to leadership (Kouzes & Posner, Importance of Leadership? Editorial Team, 2022).
2017). One crucial element that successful leaders must
possess is the capacity to create teams, acknowledge the According to Flynn (2009), leadership is the process by
efforts of others, and celebrate the accomplishments of both which a person motivates others to work toward similar
individuals and teams (Kouzes & Posner, 2017). objectives. It entails swaying team members' participation
and offering direction on a predetermined course to be
V. LEADERSHIP DEFINED taken. An effective leadership style promotes change and
provides the push for transformation, claim Naidu and Van
Bass (1990: 11) states that "there are almost as many Der Walt (2005).A leader's function could be seen as that of
different definitions of leadership as there are persons who a powerful change agent. According to Banerji and Krishnan
have attempted to define the concept." As a result, it is (2000), leadership is a process whereby leaders create a
impossible to adequately characterize leadership in two or common vision, set the tone, and affect everyone in the
three sentences. Despite different definitions, the process by organization's behavior to advance shared ideals. By helping
which one person may persuade a group of others to pursue workers adopt a common mental model, the shared vision
a single objective is the theoretical basis for leadership. fosters alignment.
According to Kouzes and Posner (2007), it is an encounter
between two or more persons that results in an activity that In the view of Jones and Rudd (2007), leadership is the
produces an outcome that satisfies a predetermined interaction of leaders and followers within a social group. It
agreement or set of conditions. involves giving people a vision, developing power, and
using this power to help others fulfill the vision. This study
Burns (1978) first defined leadership as someone defines leadership, which is the capacity to persuade people
persuading others to perform in a way that represents their to participate in transformation interventions, as the ability
values and motives as well as the needs and wants, to match personal goals with those of the leader and,
aspirations, and expectations of their followers. Leadership eventually, the organization. One definition of
is described by Bass (1990: 11) as "the focus of group transformation is the capacity to act in a novel way in
processes, as a matter of personality, as a matter of including comparison to the past. Additionally, rather than enhancing
compliance, as the exercise of influence, as particular something that already exists, it might be seen as the
behaviors, as a form of persuasion, as a power relation, as an development of a new entity. As a result, interventions that
instrument to achieve goals, as an effect of interaction, as a modify people's behavior will be referred to as
differentiated role, as the initiation of structure, and as many transformational interventions, according to Naidu and Van
combinations of these definitions." Nelson (quoted in De Der Walt (2005).A review of the literature on leadership,
Lacy, 2009) described it as the process of controlling and there are three major leadership styles in the current
shaping people's behavior in the workplace. environment: transformational leadership, transactional
leadership, and laissez-faire leadership, with

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transformational leadership and transactional leadership B. Trait Theories
being the most prevalent (Mester et al., 2003). According to the Great Man theory and trait theorists,
people are born with specific leadership qualities and cannot
A. The Great Man Theory acquire these qualities through education or training
The Great Man theory served as a forerunner to the (Northouse, 2013). The Great Man hypothesis saw a split in
formal study of leadership. The Great Man theory was more the 1930s and 1940s, and trait theory underwent a shift in
based on views and individual viewpoints of the time than it perspective (Northouse, 2013). The trait approach to
was on actual study. Thomas Carlyle, a Scottish author, first leadership studies emphasized individual features and
proposed the idea that leaders were born, not manufactured, argued that each person's capacity to lead was shaped by a
in the 1840s. This idea later became a theory and was upheld unique combination of personality traits and characteristics
as a general principle throughout the 20th century (Hoffman, (Colbert, Judge, Choi, & Wang, 2012).
Lyons, Maldagen-Youngjohn, & Woehr, 2011).
The idea that people might be either born or formed if
According to the Great Man Theory, leaders are they could learn the traits to be good leaders was offered by
created, not trained or developed, which is why the phrase the new perspectives of trait theory, which marked a
"a born leader" is used (Allio, 2013; Cawthon, 1996). An substantial distinction (Fleenor, 2011). According to
1869 study by Galton that suggested some leadership Northouse (2013), some of the most important leadership
qualities are genetically passed down from generation to qualities were recognized in Stogdill's 1948 study as
generation supported the Great Man theory (Lee, 2011). alertness, insight, responsibility, initiative, persistence, self-
Thomas Carlyle thought that people's character traits, innate confidence, and sociability. Adjustment, dominance,
abilities, and predetermined traits created heroes who extroversion, conservatism, and masculinity were added to
excelled in trials and assumed leadership responsibilities the list of characteristics in 1959 by Mann's study
(Hoffman et al., 2011). The underlying premise of the Great (Northouse, 2013). Achievement, tolerance, influence, and
Man thesis was that only a select group of people have the cooperativeness were introduced as new qualities in a 1974
necessary qualities and abilities to enable them to be leaders study by Stogdill (Northouse, 2013). Further research, as
(Bass & Bass, 2008). Due in part to its exclusion of women shown in Figure 1, expanded the list of leadership qualities
from leadership positions, the Great Man Theory remained to include masculinity, dominance, drive, motivation,
popular through the 1940s (Cawthon, 1996). confidence, cognitive capacity, and task expertise.
Table 1: Trait Theories
One of the key objectives of trait theorists was to C. Behavioral Theories

identify the distinguishing traits of leaders (Cruz, Nunes, & One of the ways that behavior theory differs from trait
Pinheiro, 2011). The leader-follower component and the theory is that it focuses on an individual's behavior rather
interactions between leaders and followers were not than on certain traits they may or may not possess (Gupta &
considered, but (Cruz et al., 2011). The essential ideas for Singh, 2013). The shift from trait theory to behavior-based
leadership study were formed by trait theory. The leadership styles occurred in the late 1940s (Cruz et al.,
development of trait theory and the gaps it had served as the 2011). Laissez-faire, democratic, and authoritarian were the
foundation for research on behavior theories, which began in three styles of leadership behavior discovered in leadership
the 1940s, and other leadership theories that would follow research done by the University of Iowa in the 1930s
(Cruz et al., 2011). (Schuh, Zhang, & Tian, 2013).

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Many people considered laissez-faire conduct to be a contentment, and performance by communicating with
poor kind of leadership that employed a hands-off attitude them, rewarding them appropriately, and removing any
(Northouse, 2013). Laissez-faire behavior aimed to barriers to goal accomplishment is a key component of path-
empower individuals, delegate responsibility, and foster the goal theory (Hollenbeck, DeRue & Nahrgang, 2015; House,
peer-to-peer communication necessary to achieve an 1996). The use of path-goal leadership was designed to
organization's objectives (Bass & Bass, 2008; Northouse, achieve corporate goals in addition to leader and follower
2013). Democratic behavior was a strategy for interacting goals (Yukl, 2012).
with followers and including them in decision-making
(Northouse, 2013). According to Northouse (2013) and By Hollenbeck, DeRue, and Nahrgang (2015), Path-
Schuh et al. (2013), authoritarian behavior refers to the Goal is a behavioral or situational theory that combines
practice of giving followers specific instructions and aspects of a leader's actions, follower qualities, and
expecting them to obey them. circumstances. Path-Goal is an alternate method to existing
leadership theory that addressed the idea that there isn't a
D. Contingency Theory single leadership style that can be used in every
Fiedler created the contingency theory in 1967, which circumstance and did not allow for diverse ways to
proposed that certain circumstances would determine the situational change (MacDonald & Luque, 2013).
kind of leadership and response that would be necessary to
deal with the situation successfully (Fiedler, 1967; Prindle, To study, forecast, and affect the behavior of followers,
2012). In contrast to behavioral and characteristic models of the path-goal theory was established (MacDonald & Luque,
leadership, contingency theory proposed that leaders should 2013). Achievement-oriented, directive, supporting, and
employ various leadership philosophies and techniques participative are the four leadership characteristics or styles
depending on the needs of their organizations (Andibo, that House defined as being appropriate to leadership
2012). One of the more widely studied leadership theories, settings (Phillips & Phillips, 2016). According to House
the contingency theory, claimed that organizations should (MacDonald & Luque, 2013), leaders should be adaptable
match a leader's abilities with their personal preferences in and willing to change their behavior and leadership style
terms of style and mindset (Northouse, 2013). To identify depending on the circumstances. In addition to adapting
organizational scenarios and assign leaders with their behavior to the circumstances, leaders should also take
predetermined leadership attributes in certain leadership into account the unique qualities of their followers and the
positions, contingency theory was applied (Gray, 2013; work at hand (Saccomano & Pinto_Zipp, 2011).
Northouse, 2013).
The goal-oriented leader can create difficult,
E. Situational Theories demanding objectives that motivate people to give their best
Blanchard created the situational leadership theory in the efforts. The leader displays faith in the abilities,
1960s on the premise that various circumstances call for performance, and outcomes of the followers. When results
various responses (Blanchard & Hersey, 1996). According can be assessed and measured, achievement-oriented
to this notion, leaders should modify their style of leadership behavior is most beneficial (Saccomano & Pinto_Zipp,
dependent on the degree of follower development 2011; House, 1996). In cases where allocated tasks are
(Blanchard & Hersey, 1996). The idea also said that the ambiguous or uncertain, a leader would approach followers
leader should match the proper decision-making approach, using the directive technique (Saccomano & Pinto_Zipp,
such as delegation, participation, telling, or selling, to the 2011; House, 1996).
followers' specific skill level depending on the maturity
level of the followers (Northouse, 2013). The leaders provide specific tasks to the followers and
provide clear instructions on both what has to be done and
The beginning of the transition from the trait approach how to do it (House, 1996; Saccomano & Pinto_Zipp,
to leadership toward situational leadership was made 2011). Clear direction from the leader fosters follower
possible by Stogdill's 1948 study (Northouse, 2013). In a motivation and pleasure (Saccomano & Pinto_Zipp, 2011;
follow-up study published in 1974, Stogdill said that House, 1996). With followers, the participative leader
characteristics were not a factor in a leader's performance. exudes assurance, respect, and trust (House, 1996;
According to the study, although leaders may have had some Saccomano & Pinto_Zipp, 2011). During the task or project
similar characteristics, it was their capacity for situational evaluation process, a participative leader elicits follower
adaptation and the deployment of relevant and unique feedback and expertise (House, 1996; Saccomano &
leadership philosophies in response to those events that led Pinto_Zipp, 2011). Followers gain self-assurance and
to the intended outcomes (Northouse, 2013). credibility in their performance areas through the
participatory process (Saccomano & Pinto_Zipp, 2011;
F. Path-Goal Theory House, 1996).
According to the theory behind path-goal leadership
(Hughes, Curphy, & Ginnett, 2015), followers are given According to Saccomano and Pinto_Zipp (2011),
goals through value rewards, and the leaders then show them supportive leadership is typically most effective when
the best way to get there. In the early 1970s, House worked dealing with stressful or physically taxing tasks. Supportive
with Evans, Dessler, and Mitchell to establish path-goal leadership is characterized by a leader's activities that show
leadership (House, 1996; Phillips & Phillips, 2016). The concern for the welfare of followers (House, 1996;
idea that leaders should boost followers' motivation, Saccomano & Pinto_Zipp, 2011). According to research by
Saccomano and Pinto_Zipp (2011) and House (1996),

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followers are willing to work more to satisfy their leader when the leader shows concern for their welfare.
Fig. 1: Path-Goal Leadership. Reprinted from Leadership: Theory and practice
G. Transactional Theory Before transformational leadership gained popularity,

Max Weber is credited with developing the theory of followers were typically encouraged to perform well by
transactional leadership and introducing it in 1947 dependent rewards, claim Bass and Bass (2008). Increasing
(McCleskey, 2014). Goal attainment, management by follower work performance is one of transactional
exception, and dependent rewards are all components of the leadership's goals, according to Bass (1985) and Burns
transactional model (Bass, 1997). One way for leaders and (1978). This is done by using contingent rewards to meet the
followers to exchange actions that produce incentives is requirements and expectations of the followers. According
through transactional leadership. Through dependent to research by Epitropaki and Martin (2013),
rewards, a transactional leader can increase followers' transformational leaders and their followers tended to have
performance (Humphrey, 2013). Transactional leadership positive relationships when uncertain and unpredictable
was described by Northouse (2013) as a straightforward events were present, whereas transactional leaders and their
exchange between leaders and followers for achieving followers benefited from stable and predictable
objectives, awarding promotions, bonuses, or other environments (Humphrey, 2013). According to Humphrey
transactional exchanges for performance. According to (2013), transactional leadership sets clear expectations for
McCleskey (2014) and Rowold (2014), transactional performance and rewards it when it is successful.
leadership involves a trade process between leaders and
followers. Martnez-Córcoles and Stephanou's (2017) research on
transactional leadership and its effects on military parachute
As a leadership style, transactional leadership is operations safety. The analysis of 161 military parachutists
focused on establishing authority and credibility inside revealed that transactionally driven activities met high
organizations (Hargis, Watt, & Piotrowski, 2011). standards for performance and safety. According to the
According to Lord, Day, Zaccaro, Avolio, and Eagly (2017), study, participants accepted the use of transactional tasks
the transactional leadership style is focused on tasks, and prizes when applied to safety measures.
performance, and task-oriented goals in addition to basic
day-to-day operations within businesses. According to The theories of behavior, contingency, and traits are
Holmberg, Fridell, Arnesson, and Bäckvall (2008), related to transactional leadership. Transactional leader’s
transactional leadership is a strategy for solving problems by help followers achieve their own goals and interests by
acting or responding to them, as well as for rewarding those focusing on rewards and tasks (Rowold, 2011). The
who go above and or accomplish goals. transactional leader supports the status quo, steers clear of
risks, and encourages followers through a system of
According to Ardichvili and Manderscheid (2008), agreements and rewards (Sadeghi & Pihie, 2012).
transactional leadership, which involves transfers of values
and advantages for both parties, is the most common H. Transformational Theory
managerial style between followers and their leaders. According to Dionne et al. (2014), transformational
According to Bass (1999), transactional leaders help leadership is the leadership paradigm that has been
followers pursue their interests by satisfying their examined, researched, and maybe most frequently applied
expectations and outlining their goals and responsibilities. during the past forty years. According to Deschamps,
Rinfret, Lagacé & Privé (2016) and Lord et al. (2017),
James MacGregor Burns is credited with developing the first

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version of transformational leadership in the 1970s, Leaders that exhibit transformational traits build
followed by Bass in 1985. networks of devoted followers who share a common goal
and work together to achieve corporate success (Drago-
Lord et al. (2017), state that’ transformational Severson, 2012). An understanding of how to inspire
leadership is a style of leadership in which the leaders, in a followers by meeting their needs is a trait of a
sense, transform themselves to connect and interact with transformational leader (Drago-Severson, 2012).
their followers and foster higher levels of motivation, Transformational leaders can soothe their followers' anxiety
morality, and ultimately performance outcomes. According and fear (Ishikawa, 2012). The ability to inspire and engage
to Alsaeedi and Male (2013), the definition of followers to go beyond their perceptions of their capabilities
transformational leadership also includes the use of a dual is a trait of transformational leaders (Hauserman, Ivankova,
dynamic between leaders and followers to achieve & Stick, 2013; Whitenack & Swanson, 2013). These leaders
organizational goals. also have greater expectations for themselves and their
followers.Based on Deschamps, Rinfret, Lagacé, and Privé
In the view of Northouse (2013), the fundamental tenet (2016), idealized influence, inspirational motivation,
of transformational leadership is the part that leadership intellectual stimulation, and customized consideration are
plays in the development of organizations. Successful the four elements or sub-components of transformational
performance and results depend on leaders' capacity to leadership. Idealized influence refers to charismatic
recognize the need for, and implement, change within the transformational leaders who are looked up to by their
organizational structure. 2013 (Northouse). followers (Deinert et al., 2015). Idealized leadership enables
In contrast to previous leadership theories like followers to establish trust in the leader by exhibiting core
transactional theory, which places a narrow focus on beliefs, principles, convictions, and willingness to take risks
individual exchanges or concepts, leadership development (Deinert et al., 2015).
has adopted a shared vision approach to transformational Idealized influence is a strategy for dealing with
leadership (Balyer, 2012). According to Hargis, Watt, and challenging work environments where a leader's upbeat
Piotrowski (2011), the legitimacy and authority established attitude motivates subordinates (Zdaniuk & Bobocel, 2015).
within companies are consistent with the transformative The ability of a leader to motivate and instill confidence in
leadership style. Contrarily, transactional leadership is more followers is addressed by inspirational motivation (Deinert
concerned with tasks, performance, and task-oriented goals, et al., 2015). According to Deinert et al. (2015), a
and generally is more concerned with the ongoing business transformational leader should be adept at conveying energy
of organizations (Aga, 2016). Ejene and Abasilim (2013) and hope. A transformational leader must be able to inspire
investigated how transactional and transformative leadership and motivate followers to attain goals by exhibiting vision,
practices affected firms. expectations, and communication skills (Deinert et al.,
Their analysis of a study conducted in Chile in 2006 2015).By incorporating followers in the planning and
revealed that the actions of transformational leaders have a decision-making process, the transformational leader
strong and significant impact on the development of demonstrates intellectual stimulation (Deinert et al., 2015).
organizations. The study concentrated on how employee The leader gives followers direction and involves them in
performance was affected by leadership style in small firms. the mission and objectives of the organization (Deinert et
According to the findings, transactional and laissez-faire al., 2015). To identify and address issues, the leader
leadership had a detrimental impact on employee encourages followers to use their individuality and creativity
performance within organizations, but transformational (Deinert et al., 2015).
leadership produced favorable employee performance Individualized consideration is the demonstrated
(Ejene & Abasilim, 2013). efforts by the leader to address followers’ concerns (Deinert
Unlike other leadership theories, transformational et al., 2015). The concerns of followers can be financial, job
leaders have a unique quality that sets them apart. According satisfaction, work environment, or any number of concerns
to Schuh, Zhang, and Tian (2013), traditional and about the follower’s well-being (Deinert et al., 2015). The
hierarchical power structures are most suited for the working skill required of a leader is the ability to recognize
environments of transformational leaders. Self-focused ideas followers’ concerns, both real and perceived by the
like self-esteem, self-confidence, and self-efficacy are followers, and the ability to communicate on a personal
practiced by transformational leaders (Calik, Sezgin, level with followers (Deinert et al., 2015).
Kavgaci, & Cagatay, 2012). A culture of ongoing learning is Five practices were evolved into a transformative
fostered by transformational leaders (Balyer, leadership concept by Kouses and Posner in 1987.
2012).According to Chism and Pang (2014), According to Posner, Crawford, and Denniston-Stewart
transformational leaders foster conditions that encourage a (2015), the five practices in the Kouses and Posner model
common vision among their followers and actively engage are: modeling the path, inspiring a shared vision,
in the hiring and development of followers. Strategic challenging the process, enabling others to act, and
applications of human resource management have an impact encouraging the heart. According to Kouses and Posner
on organizational effectiveness (Pongpearchan, 2016). To (Kouzes & Posner, 2012; Kouzes & Posner, 2016), leaders
engage followers in the organization's vision and goal- should establish and use these five practices to ensure
setting, the transformational leader uses intellectual success.
stimulation (Pongpearchan, 2016).

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Fig. 2: Transformational and Transactional Leadership.
VI. THE FIVE PRACTICES OF EXEMPLARY  Challenge the Process:Leaders look for chances to alter
LEADERSHIP MODEL the current situation. They search for novel approaches
to enhance the company. They experiment and take
Leaders set standards for how people (including chances in the process. Leaders welcome the inevitable
constituents, peers, employees, and customers) should be disappointments as teaching opportunities because they
treated and how objectives should be achieved. The leaders understand that taking risks entails failures and mistakes
then set an example for others to follow by upholding the (Kouzes & Posner, 2012: 18).
defined standards of excellence. They construct interim  Enable Others to Act:Leaders build spirited teams and
goals so that people can gain little victories while working promote cooperation. They engage others combatively.
toward greater objectives because the thought of significant Because they understand that respect for one another is
change can overwhelm people and inhibit engagement. They what sustains outstanding achievements, leaders
remove red tape when it gets in the way of getting things endeavor to promote a culture of trust and human
done, they set up signs when people don't know where to go dignity. Each person feels strengthened and competent as
or how to get there, and they open doors for success (Kouzes a result of their mutual support (Kouzes & Posner, 2012:
& Posner, 2012: 16). 20).
 Create a Common Vision:Leaders have a strong  Encourage the Heart. It takes effort to achieve amazing
conviction that they can change things. They project a things in companies. Leaders value the contributions that
perfect and distinctive vision of what the corporation people make to maintain optimism and tenacity. Leaders
might turn into in the future. Leaders draw people into recognize success because members of a winning team
their vision through their charisma and subtle persuasion. must benefit from their teammates' labor. They inspire a
They give their ideas life and let others see the exciting sense of heroism in others (Kouzes & Posner, 2012: 22).
future possibilities (Kouzes & Posner, 2012: 17).

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Table 2: Five Practices and Ten Commitments of Exemplary Leadership
A. Charismatic Leadership In contrast to other conventional theories, charismatic

The history of the globe has been shaped by charismatic leadership theory is more of a trait of leadership theory than
leaders. As charismatic leaders during the previous century, an actual theory of leadership. According to Grabo and Van
John F. Kennedy, Theodore Roosevelt, Winston Churchill, Vugt (2016), St. Paul, who thought that charisma was a
Adolf Hitler, Benito Mussolini, Fidel Castro, and Barack heavenly gift, is credited with coining the term charisma
Obama have all demonstrated both good and bad charisma 2000 years ago. In 1947, Max Weber is credited with
(Grabo & Van Vugt, 2016; Welch, 2013). It has been introducing transactional leadership formally for the first
difficult for researchers to identify any resonant time. He also proposed the use of the charismatic quality
characteristics that could anticipate or detect future inside the transactional leadership framework (Bass, 1997;
charismatic leadership because charismatic leaders differ Winkler, 2010).
substantially from one another (Grabo & Van Vugt, 2016).

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House (1977) maintained an interest in Weber's traits. These leaders were discovered to have strong
charismatic study and hypothesized a relationship between a principles, be unselfish and humble, and be people- and
leader's traits and behaviors. A charismatic leader possesses service-driven (Hesse, 2013). According to Huang et al.
self-assurance, power, a firm sense of morality, and a drive (2016), CEOs in the hospitality sector had a significant
to persuade others (House, 1977). Empathy, gratitude, and positive impact on both organizational performance and
setting an example for followers were among the public perception through their servant leadership
demonstrated behaviors (Meuser et al., 2016).Although techniques.
many people view charm as a positive trait, historical figures
like Adolf Hitler demonstrate how easily followers can be C. Authoritarian - Autocratic Leadership
swayed. In emergency scenarios where followers are The autocratic leader's authoritarian style of leadership
motivated by the leader's vision, focus, and direction, a can be said to be one of the first recognized leadership
leader's charisma would be a determining factor in their philosophies, if not the first (Flynn, 2015). The University of
success (Meuser et al., 2016). For a charismatic leader to Iowa carried out a study in the 1930s to determine the
succeed, followers play a crucial role (Meuser et al., 2016). preferred leadership style (Smothers, 2011). Kurt Lewin's
study found that the autocratic, democratic, and laissez-faire
B. Servant Leadership leadership styles were the three that were most frequently
Servant leadership is similar to charismatic leadership in used. According to definitions given by Bass (2008) and
that it places more emphasis on personality qualities and Giltinane (2013), transactional leadership is characterized as
characteristics than on a well-defined and widely accepted being closed-minded, power-focused, and domineering.
leadership theory (Focht & Ponton, 2015). No uniform Since ancient times, leaders of nations have ruled in an
definition of servant leadership has been established, and it authoritarian manner through monarchs, religions,
is not commonly acknowledged (Neubert, Hunter, & dictatures, and communism (Gandhi & Przeworski, 2013).
Tolentino, 2016). Robert Greenleaf developed and
popularized servant leadership in the 1970s. According to Autocratic leaders continue to operate in a variety of
Greenleaf, servant leadership is characterized by leaders organizations and are not just found in oppressive regimes.
who want to help others, a conviction that "the servant- According to Elqadri, Priyono, Suci, and Chandra (2015),
leader is servant first," and the idea that the leader should the autocratic leadership style is more of a tactic used by
serve in a way that allows followers to be freer, wiser, leaders to instruct, demand, or prescribe what their
healthier, and more autonomous while also attracting them subordinates should do. According to Flynn (2015), an
to be servants (Greenleaf, 1970; Liden, Wayne, Chenwei & authoritarian or autocratic leader is seen as being pushy and
Meuser, 2014). According to Greenleaf, servant leaders domineering and using rules, demands, threats, and
should be concerned with the following 10 traits: (1) punishment to achieve control over their followers.
listening; (2) empathy; (3) healing; (4) awareness; (5)
persuasion; (6) conceptualization; (7) foresight; (8) Followers must obey orders without question and
stewardship; (9) dedication to people's progress; and (10) refrain from contributing to or participating in operational
fostering community. responsibilities (Flynn, 2015). This method disregards other
people's opinions and gives an organization a clear focus,
The century-long social transformation has led to a but it can also foster an environment where the autocratic
shift in the predominant beliefs about autocratic and leader is despised by followers (Bass 2008; Elqadri et al.,
transactional leadership styles (Avolio, Walumbwa, & 2015). Autocratic leadership styles frequently result in high
Weber, 2009). According to Liden, Wayne, Chenwei, and turnover, absenteeism, and dissatisfaction among followers
Meuser (2014), Greenleaf's approach to servant leadership (Flynn, 2015).
was centered on what was regarded as a humanistic and
interpersonal approach to followers.According to Gregoire According to Bush, Erlich, Prather, and Zeira (2016),
and Arendt (2014), the servant leadership paradigm is based the success of the authoritarian leader has been partly linked
on a moral stance that prioritizes the well-being of others to the individual's icon or image status, in which case
and the interests of followers. Aspects of Greenleaf's servant followers have developed a sense of respect for and fear of
leadership included fostering followers' personal and the leader. Another trait of autocratic leaders is their refusal
professional growth, removing any sense of intimidation, to give any weight to the thoughts, judgments, or actions of
and creating a secure and supportive atmosphere (Gregoire their subordinates that affect their organization (Bhatti,
& Arendt, 2014). The desire to assist others is what Murta Maitlo, Shaikh, Hashmi & Shaikh, 2012). According
motivates servant leaders (Greenleaf, 1970). to Lewin's research at the University of Iowa, situations
under autocratic leadership are hostile, aggressive, and
Executives of American firms and numerous demotivating (Bhatti et al., 2012).
corporations have recently lost the trust of the American
public (Porter, 2012). The consensus now holds that the Subordinates perform well despite the autocratic
company's executives are dishonest, immoral, and crooked leader's potential for dislike, which supports the idea that
(Porter, 2012). Although servant leadership has not yet liked leaders are less effective than hated autocratic leaders
gained widespread acceptance, Hesse (2013) discovered that (Bass, 2008; Schoel, Bluemke, Mueller & Stahlberg, 2011).
several executive-level executives of organizations like Although they can instill fear and be harsh (Bass, 2008;
Starbucks, the San Antonio Spurs, Southwest Airlines, Schoel et al., 2011), authoritarian leaders can also provide
Whole Foods, and Best Buy exhibited servant leadership direction, structure, and rewards. According to research by
Al- Khasawneh and Futa (2013), the use of authoritarian

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leadership does not always have a detrimental effect on research will be needed to compare the many behavioral
relationships, although other leadership styles, such as components involved in leadership practices (Yukl, 2012).
democratic leadership, do have a favorable impact on
followers. The transactional, transformational, and laissez-faire
leadership components are all combined into one model by
D. Laissez-faire Leadership the full-range leadership theory, which makes it distinctive
Laissez-faire leadership is often characterized as a non- (Sadeghi & Pihie, 2012). The most frequently mentioned
transactional and passive avoidant style of leadership, in source on leadership is full-range leadership, which has seen
contrast to what is thought of as traditional leadership an increase in attention over the years (Khan, Ramzan,
techniques (Bass, 1985, 2014; Avolio & Bass, 1991). Due to Ahmed, & Nawaz, 2011). Because it incorporates a variety
the lack of conventional leadership characteristics, laissez- of behavioral characteristics linked to transactional,
faire is arguably the least researched leadership style transformational, and laissez-faire leadership theories, full-
(Sudha, Shahnawaz, & Farhat, 2016; Yang, 2015). range leadership has gained popularity (Zaech & Baldegger,
According to Yang (2015) and Bass (1985), laisse-faire 2017).
leaders typically abdicate their duties and are absent-
minded. According to Anderson and Sun (2017), established
leadership theories have begun to show overlaps and gaps
Laissez-faire leaders often don't exert power over their during the past ten years, indicating the necessity to create a
subordinates or give orders, and they don't make decisions new, all-encompassing style of leadership. The adoption and
that affect day-to-day operations, which frees up their use of numerous components of several leadership theories,
followers to take care of themselves and deal with problems including transactional, transformational, charismatic, and
as they arise (Bhatti et al., 2012). According to Sudha, others, have become increasingly popular among leaders as
Shahnawaz, and Farhat (2016), laissez-faire leadership a result of advancements in technology, society, and
results in poorer operational efficiency than transformational attitudes (Anderson & Sun, 2017).
and transactional leadership outcomes.  Laissez-faire.Laissez-faire, often referred to as passive
avoidance, is the first type of behavior and is seen as
In organizational settings where followers lack the both a leadership style and a broad behavioral category.
aptitude or skills to handle problems, manage, or function According to Sudha, Shahnawaz, and Farhat (2016),
autonomously, laissez-faire leadership is typically not laisse-faire behavior involves avoiding and being
advised (Goodnight, 2011). Some researchers advocate for uninvolved with followers and exhibiting no leadership.
something different, even though most researchers do not Laissez-faire behavior is a strategy used by leaders to
(Goodnight, 2011). When leaders want to encourage give their staff little to no attention and let them work
empowerment, teamwork, and self-sufficiency, they may independently without monitoring (Sudha, Shahnawaz,
purposefully exclude themselves, avoid direct supervision, & Farhat, 2016). According to some academics, this
and present the image of laissez-faire leadership (Bhatti et approach also falls within the category of management
al., 2012; Derue, Nahrgang, Wellman & Humphrey, 2011). except passive conduct, which is a subset of the
In situations when specializations call for autonomous transactional leadership style (Kamisan & King, 2013).
thought and the ability to handle several jobs, laissez-faire  Management by exception (active).According to
may be deemed an effective strategy (Goodnight, 2012). Meyer (2013), the active form of management by
exception is a type of transactional leadership that is
New approaches to organizational operations have
used to punish, penalize, or take other action against
been developed in the new century as a result of
subordinates who don't complete assignments or adhere
technological and globalization breakthroughs. A new type
to other organizational rules. With subordinates, this
of follower has been created in remote locations and
style is recognized for taking a direct approach,
multiple places, including both home and the office (Wang,
addressing them, and setting expectations for
2012). Autonomous workers at remote work locations must
development (Meyer, 2013).
be able to work without supervision (Sudha, Shahnawaz, &
Farhat, 2016; Wang, 2012). These independent workers'  Management-by-exception (passive).Another
leaders may give the impression to be laissez-faire transactional category is management by exception with
practitioners in some ways, but in reality, they are in charge a passive approach. While using this strategy, the leader
of a brand-new class of followers who can function does not confront or directly oversee but does address
effectively without following conventional leadership concerns that are similar to active conduct. The passive
techniques (Sudha, Shahnawaz, & Farhat, 2016; Wang, leader stays out of the way and waits for situations and
2012). mistakes to happen before acting appropriately
(Northouse, 2013).
E. Full-Range Leadership  Contingent reward.One of the core traits of
The aforementioned leadership theories all share the trait transactional leadership is a contingent reward
of being independently applied in practice as a single (Northouse, 2013). A leader can establish control and
leadership style. Even though most studies agree that leaders influence over followers while also providing them with
display multiple aspects of leadership, most studies from the clear objectives by using contingent rewards (Northouse,
past and present still concentrate on a particular leadership 2013; Robinson & Boies, 2016). Expectations are clear
style or set of behaviors (Bass, 1985; Yukl, 2012). Further and accomplishments are rewarded and acknowledged
for subordinates (Robinson & Boies, 2016).

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 Individual consideration.Individual consideration is a F. Adaptive Leadership
key trait of transformational leaders. By being The adaptive leadership theory, which is still in its
approachable, intimate, and invested in the needs of the infancy, is seen by many academics as contradicting the
followers, transformational leaders engage and develop fundamental tenets of traditional leadership theories (Allio,
followers (Chism & Pang, 2014; Gandolfi, 2012). The 2013; Latham, 2014).According to Haber-Curran and
transformative behavior promotes acceptance of Tillapaugh (2013) and Robert Heifetz (1994), who
followers' acceptance and engagement while enabling developed adaptive leadership, it was first described in his
acceptance of individual differences (Kamisan & King, book "Leadership without Easy Answers" published in
2013). According to Calik et al. (2012), transformational 1994. The adaptive leadership approach differs from
behavior involves people and acts as a mentor, enabling transactional, transformational, and other traditional
them to develop self-confidence, self-esteem, and a focus leadership theories created over time in that it acknowledges
on their own goals. a need for needs that go beyond the limitations imposed for
 Intellectual stimulation.Innovative, creative, and specific traditional leadership theories (Heifetz, 1994).
motivating leaders have these qualities (Boateng, 2012). There is no way out of the inflexible actions that traditional
By motivating followers to seek possibilities, identify ideas impose. As an illustration, the great man theory held
and solve challenges, and employ their imagination and that only certain males could be leaders, hence the term "A
vision, the transformational leader stimulates their minds born leader," but adaptive leadership argued that anyone
(Mazurkiewicz, 2012). The transformative leader fosters from any background might be a leader (Allio, 2013;
and supports an environment of ongoing learning inside Heifeetz, 1994).
the company (Balyer, 2012).
 Inspirational motivation. The ability of a leader to use Traditional leadership ideas and adaptive leadership
inspiring motivating behaviors to create and retain are fundamentally unlike. According to traditional
teams, optimism, excitement, and positive corporate leadership theory, individuals should use particular actions,
cultures has a favorable impact on goal achievement and character traits, and other characteristics that are related to a
follower attitudes (Bass & Avolio, 2004). Inspirational single theory (Allio, 2013). According to adaptive
leaders inspire others to pursue their goals with energy, leadership (Allio, 2013; Heifeetz, 1994), a leader should be
eagerness to succeed, and a drive to meet organizational flexible in response to shifting circumstances and events.
standards (Krishnan, 2012). According to Bass and This necessitates adopting a variety of behaviors and traits
Avolio (2004), inspiring leaders encourage their that are components of various classic leadership theories.
supporters to participate actively in the creation and It is possible to argue that adaptive leadership is
execution of company strategy. equivalent to full-range leadership. Full-range leadership
 Idealized influence (behavioral).Organizational theory applies an adaptive idea where leaders use a variety
environments and follower attitudes are established by of features from the three theories by combining elements of
leaders' actions and examples (Kouzes & Posner, 2016). transactional, transformational, and laissez-faire leadership
Followers are given favorable influences and role models into a single model (Sadeghi & Pihie, 2012). The full range
to emulate when ethical behavior is consistently is only compatible with three theories, whereas adaptable
displayed together with proper personal and professional argued that a leader might make use of components from
conduct and unambiguous principles. any or all theories (Allio, 2013; Heifeetz, 1994). According
 Idealized influence (attributed).There is a clear to Anderson and Sun (2017), the current full-range theory is
distinction between behavioral influence and idealized out of date and there is a need for more study to broaden
influence that is assigned (Ravazadeh & Ravazadeh, full-range leadership to better meet the changing needs of
2013). The term "behavioral" can refer to both a leader's society and organizations.
exampled behavior and the expectations of followers. A
leader's referent power, charismatic impact, and feelings Technology and organizational operations have
of confidence, respect, and trust are all included in the advanced more quickly as a result of the constantly shifting
term "attributed." To gain the leader's approval, global organizational environments (Gu, 2014). Traditional
followers may imitate the leader who exhibits idealized transactional leadership, which was previously practiced, is
influence (Ravazadeh & Ravazadeh, 2013). giving way to the need for leaders who are not only adaptive
but also can accept the participation of customers in
The transformational leadership model, which is corporate activities and changes in circumstances (Bligh,
thought to be the most widely used leadership theory, has 2012). Although adaptable leaders need to be able to change
not surpassed the full-range leadership paradigm. According with the times, they also need to be able to focus on getting
to Sadeghi and Pihie (2012), full-range leadership refers to their followers to develop similar abilities to respond to
the practice of leaders fusing many components of several changing circumstances (Bligh, 2012).
leadership theories. Full-range leadership, as defined by
Garcia, Duncan, Carmody-Bubb & Ree (2014) and Yukl Traditional adherents, often referred to as workers,
(2012), includes a variety of behavioral characteristics laborers, or subordinates, have left their positions of
connected to transactional, transformational, and laissez- authority is one of the numerous difficulties that all leaders,
faire leadership theories. It also points out the need for more particularly adaptive leaders, must overcome (Bligh, 2012;
research to contrast behavioral components and conflicting Gu, 2014). Today's followers need leaders who see them as
results. collaborators in corporate strategy and outcomes because the

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transactional follower type is a thing of the past (Bligh, The various business practices, technology
2012; Gu, 2014). According to Torres and Reeves (2014), advancements, stakeholder expectations, and adaptation to
conventional leaders are less successful because they fail to millennials' personality traits are all impacted by the shifting
anticipate the opinions and demands of their followers, lack organizational contexts (Hartman & McCambridge, 2011).
self-assurance, and lack the aptitude or willingness to History demonstrates that values and attitudes change as
change. Adaptive leaders must be aware of and able to meet generations pass from one to the next (Lyons & Kuron,
the various needs, perspectives, abilities, and 2014). Although they may work well in teams and are strong
approachabilities of their followers (Bligh, 2012). workers, millennials are also more likely to lead balanced
lives and avoid working irregular hours or on the weekends
Traditional leadership techniques are no longer (Ferri-Reed, 2012).
successful due to the complexity of ongoing change,
transparency, and a more knowledgeable and engaged Organizational memos, paper-based processes, and
network of followers (Apenko & Chernobaeva, 2016). authoritarian leadership styles are mostly no longer used in
Instead of adhering to a typical schedule, adaptive daily life (Anderson et al., 2016). The millennial generation
leadership practitioners create their routines and behaviors offers an organization its technological advantages.
that allow them to swiftly change to sustain operational Millennials grow up with email, texting, and other
effectiveness and follower connection (Brothers & technologies as a routine part of their lives, unlike many of
Schnurman-Crook, 2015; Zimmerly, 2016). their older generational peers. Millennials do not need to
adjust to technological change (Hartman & McCambridge,
The sophisticated talents and qualities needed of the 2011; Piper, 2012).
modern leader have become more widely recognized as a
result of globalization and ongoing improvements (Partida, According to Stewart, Oliver, Cravens, and Oishi
2015). Leaders have had to adapt and adjust as a result of (2016), millennials' social and technical exposure has
constant change (Partida, 2015). An era of transparency and contributed to their natural ability to adapt to change.
follower and stakeholder responsiveness to the requirements According to Stewart et al. (2016), it can be challenging for
for adaptive leadership has been ushered in as a result of older generational followers and leaders to adjust to and
leaders who, by their arrogance, evasion, and lack of embrace organizational improvements. Future leaders may
understanding, have failed and brought about constant find the millennial age to be less independent, have shorter
change (Kellerman, 2013). According to Kaigh et al. (2014), attention spans, and have a propensity for rapid gratification
the absence of abilities like emotional intelligence, listening, (Clark, 2017).
and vision also contributes to leadership failure.
The desired characteristic of emotional intelligence has
G. Future of Leadership been developed in both older and younger generations of
The literature review up to this point addressed a range leaders and followers as a result of shifting societal
of theories of leadership, each of which had merit and was perspectives on organizational success or failure (Doe,
meant to be used in leadership. From the traditional "great Ndinguri, & Phipps, 2015). Emotional intelligence has been
man" theory to the more contemporary "full range" and the subject of discussion on whether it can be acquired
"adaptive" theories, each theory has served or continues to through training or is an innate quality (Tyler, 2015).
serve the objective of providing leaders with a preset set of Whatever its origins, emotional intelligence has emerged as
certain abilities, attributes, and guidelines to lead a desirable trait for contemporary leaders (Tyler, 2015). The
successfully (Allio, 2013; Sadeghi & Pihie, 2012). capacity to emotionally gauge the human dimension of
organizational success has grown in importance as a
Research on the future of leadership theories, their leadership quality (Dabke, 2016). Positive and productive
intended uses, their real-world applications, and how they work environments are frequently the result of emotional
will either be used in place of or in place of theories that are intelligence practices within organizations, and the success
changing will likely continue (Bennis, 2013; Latham, and public perception of an organization are thought to be
2014).Generational differences between the older and attributed to the emotional intelligence qualities of both the
younger generations present several issues for organizational leader and followers (Dabke, 2016).Another difficulty for
leadership as the world develops in the twenty-first century organizational leaders is transparency. Stakeholders and the
(Anderson, Baur, Griffith, & Buckley, 2016). The younger general public now expect openness about organizational
generation, often known as millennials, is constantly matters as a result of social media, technical advancement,
expanding, which creates exceptional circumstances, and corporate responsibility (Bennis, 2013). The need for
attitudes, and personality variations that have an impact on greater openness has grown over the past few decades as a
leadership styles (Anderson et al., 2016). The ability to result of bank scandals, Wiki Leaks, and other ethically
adapt to ongoing technological developments gives related controversies (Press & Arnould, 2014).
millennials a distinct advantage over older generations and
their leaders, who frequently struggle with it (Kaifi, Nafei, The performance of followers is positively impacted by
Khanfar, & Kaifi, 2012). The challenge for leadership to transparency (Farrell, 2016). According to Farrell (2016), a
adapt is made more difficult by the diverse perspectives held transparent organizational environment boosts followers'
by millennials in the areas of leadership, teamwork, motivation, sense of involvement, and knowledge of
expectations, and communication (Kaifi et al., 2012). recognition. As a result of greater organizational efficiency

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brought about by transparency, followers, the organization, The presence of women in leadership positions
and stakeholders all benefit more (Farrell, 2016). presents two problems for the future of leadership. Two
obstacles prevent women from moving up to higher-level
In previous decades, all businesses, government leadership positions: a history of male culture dominating
agencies, and organizations across all industries have been leadership in society and prejudicial stereotype attitudes
concerned about the issue of financial reporting. against women (Moreno & McLean, 2016; Sindell &
Organizations historically had a reputation for either Shamberger, 2016). The great man theory of leadership and
fabricating information or just disclosing favorable financial the phrase "great man" itself were reflections of the societal
data (Kundeliene & Leitoniene, 2015). Technology attitude and impression that leadership was a role
advancement, communication speed, and social media have exclusively for men (Cawthon, 1996). Although the number
all contributed to a climate where operations and any critical of women in senior leadership positions has increased
issues are timely known (Kundeliene & Leitoniene, 2015). recently, there are still disparities in terms of equality and
According to Kundeliene & Leitoniene (2015) and Press & negative stereotypes about women (Hoyt & Murphy, 2016).
Arnould (2014), these shifts led to contexts of forced The notion that "women take care" and "men take charge"
openness within organizations and the need for leaders to are stereotypes about women in leadership is one such
adapt to work in these settings. example (Hoyt & Murphy, 2016).
Just over a decade after its debut, the term "E- According to estimates from Sindell & Shamberger
Leadership" has gained popularity (Avolio, Sosik, Kahai, & (2016), women held only 24 percent of positions equivalent
Baker, 2014). Technology development, ongoing change in to executive vice presidents as of 2015. According to
communications, and numerous other corporate processes DeFrank-Cole, Latimer, Neidermeyer, and Wheatly (2016),
have added to the need for leaders to be flexible in their there are approximately 26% female university presidents.
leadership styles (Avolio et al., 2014). Today's leaders must According to DeFrank-Cole, Latimer, Neidermeyer, and
take into account globalization, time, distance, and other Wheatly (2016), millennial attitudes toward gender equality
factors in addition to the traditional leadership problems and generational bias have helped women advance in society
linked with historical traditions (Lilian, 2014). The and achieve equal status. Women's advancement into
introduction of virtual teams has enhanced team member leadership positions may be further hampered by global
engagement and communication while giving leaders more perceptions of women as leaders (McLean & Beigi, 2016).
freedom to assign tasks and empower subordinates (Cowan, The acceptance of women in leadership positions is
2014). constrained by the diversity of national, ethnic, and regional
cultures, as well as by religious beliefs and traditions
The effectiveness of virtual teams can be increased by (McLean & Beigi, 2016).
using tried-and-true communication techniques and review
procedures that take into account team members' The millennial workforce, emotional intelligence,
contributions and include the leader's oversight and review security, e-leadership, virtual work settings, globalization,
(Morgan, Paucar-Caceres, & Wright, 2014). Leaders now and the position of women provide numerous problems for
face new difficulties as a result of globalization and future leaders (Avolio et al., 2009). The use of antiquated
improvements in numerous corporate operating systems ideas that were created before the current social changes,
(Lilian, 2014). Restructuring and the implementation of new technological improvements, and globalization presents a
business practices have helped organizations change (Lilian, challenge for leaders who are applying current leadership
2014). theory (Bennis, 2013; Latham, 2014). The application of
current leadership theories restricts a leader's options for
Virtual teams have grown as a result of the evolution action by not allowing for adaptation to change (Torres &
of distant and geographically dispersed workforces (Avolio Reeves, 2014).
et al., 2014). The virtual team concept makes it difficult for
leaders to coordinate activities across several time zones Although the full-range leadership theory was
without face-to-face engagement or contact (Lilian, 2014). developed by combining transformational, transactional, and
These leaders must adjust to delegating authority to laissez-faire theories, it is only a partial adaptation of all
followers and trusting them to provide the desired results, as three theories (Sadeghi & Pihie, 2012). Full range theory
well as trusting in their security and confidence (Savolainen, was not originally developed for today's problems and
2014). developments; rather, it is the result of a simple fusion of
earlier theories (Latham, 2014; Yukl, 2012). Table 1 below
An additional difficulty for leaders is information provides a summary of the preceding discussions of
security. Theft of intellectual property, as well as employee leadership theories.
and consumer personal data, has increased as a result of
technical security advancements (Sabnis & Charles, 2012).
Constant preventive actions for information security are
necessary due to changes in governmental regulations and
policies as well as ongoing technological improvements
(Harvey & Harvey, 2014). Organizational leaders must keep
up with technological and security improvements as well as
prevention measures while preserving their information
awareness (Harvey & Harvey, 2014).

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Table 3: Leadership Theories
THEORY DESCRIPTION
Great Man Introduced in the 1840s by Thomas Carlyle. Belief that leaders were born and not made and that leaders are
exceptional people, born with innate qualities, destined to lead (Bass & Bass, 2008; Hoffman et al., 2011).
Authoritarian Also known as autocratic, was introduced in the Iowa studied by Lewin, Lippitt, and White in 1938.
Autocratic is characterized by individual control over all situations and is a method utilized by leaders to
dictate, tell, or demand their subordinates to perform tasks (Elqadri et al., 2015; Flynn, 2015).
Path-Goal Path-Goal leadership is based on House (1996) theory that followers are provided goals through value
rewards, and the leaders provide the best method, or path, to accomplish the goals. An element of path-goal
theory is the premise that leaders should increase the motivation, satisfaction, and performance of followers
through communicating, rewarding, and eliminating obstacles that could interfere with accomplishing the
goals (Hollenbeck, De Rue & Nahrgang, 2015; House, 1996).
Trait Belief that personal traits determine, in part, a leader’s ability to lead. Trait theorist believed that individuals
were born with certain leadership traits and that these traits could not be learned nor gained through
education or training (Northouse, 2013).
Behavioral Belief that behavior drives the leaders’ performance. Refinement of the situational viewpoint and focuses on
identifying the situational variables that can predict appropriate response to situations (Gupta & Singh,
2013).
Contingency Developed in 1967 by Fiedler and theorized that specific situations would dictate which type of response
and leadership was required to address the situation with a successful reaction (Fiedler, 1967; Prindle, 2012).
Situational Developed in the 1960s by Blanchard based on a concept that different situations would require varying
responses. The theory suggested that leaders had to adapt their leadership approach based on the level of
individual follower development (Blanchard & Hersey, 1996; Northouse, 2013).
Transactional Developed in 1947 by Max Weber and based on management by exception, contingent reward, and goal
achievement. Transactional is a method of exchanging behaviors by leaders and followers that generate
rewards. A transactional leader gains performance of followers through contingent rewarding (Bass, 1997;
Humphrey, 2013).
Transformational Developed by James MacGregor in the 1970s Transformational leadership is defined as a method where
leaders in a sense transformed themselves, and through changes in their behaviors and actions connected and
interacted with their followers creating higher levels of motivation, morality and ultimately performance
outcomes (Allio, 2013; Northouse, 2013).
Charismatic 1948 Max Weber introduced the application of the characteristic of charisma within the practice of
transactional leadership. Self-security, dominance, strong moral conviction, and desire to influence are
characteristics of a charismatic leader (House, 1977; Winkler, 2010).
Servant Developed in the 1970s by Robert Greenleaf. Servant leadership concept is to have a moral position that
ensures well-being of followers and leaders should lead with best interest for followers (Greenleaf, (1977).
Laissez-Faire The concept was introduced in the Iowa studied by Lewin, Lippitt, and White in 1938. Laissez-faire is a
non-transactional and passive avoidant style of leadership. Laisse-faire leaders are normally absent,
detached, and relinquish their responsibilities to subordinates (Avolio & Bass, 1991; Bass, 1985).
Full Range Developed in the 1980s and 1990s by Bass and Avolio. Full range leadership combines elements of
transactional, transformation, and laissez-faire leadership theories into in single model (Sadeghi & Pihie,
2012).
Adaptive Developed by Robert Heifetz in the 1990s. Adaptive leadership suggested that a leader should be adaptable
based on changing situations and events, and requires utilizing multiple behaviors and attributes that are
elements of more than one traditional leadership theory (Allio, 2013; Heifetz, 1994).
VII. THEORY DESCRIPTION C. Path-Goal

According to House's (1996) theory, followers are given
A. Great Man goals through value incentives, and leaders then show them
Thomas Carlyle first mentioned it in the 1840s. the optimal way—or path—to reach those goals. The idea
According to this theory, leaders are extraordinary people that leaders should boost followers' motivation,
who are born with natural abilities and are predestined to contentment, and performance by communicating with
lead (Bass & Bass, 2008; Hoffman et al., 2011). them, rewarding them appropriately, and removing any
barriers to goal-accomplishing is a key component of the
B. Authoritarian path-goal theory (Hollenbeck, De Rue, and Nahrgang, 2015;
Lewin, Lippitt, and White conducted research on the House, 1996).
autocratic, a term that was first used in Iowa in 1938.
According to Elqadri et al. (2015) and Flynn (2015),
autocracy is characterized by individual control over all
circumstances and is a strategy used by leaders to order, tell,
or demand that their subordinates do duties.

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D. Trait
The idea is that a leader's capacity to lead is partly M. Full Range
influenced by personal characteristics. According to trait Bass and Avolio developed it in the 1980s and 1990s.
theorists, many leadership attributes are innate in people and According to Sadeghi and Pihie (2012), full-range
cannot be acquired through formal education or training leadership is a model that includes aspects of transactional,
(Northouse, 2013). transformational, and laissez-faire leadership theories.
E. Behavioral N. Adaptive
The idea is that a leader's behavior determines how well Developed by Robert Heifetz in the 1990s. Adaptive
they perform. The situational viewpoint is being refined, leadership suggested that a leader should be adaptable based
with an emphasis on finding the situational factors that can on changing situations and events, and requires utilizing
anticipate the right responses to circumstances (Gupta & multiple behaviors and attributes that are elements of more
Singh, 2013). than one traditional leadership theory (Allio, 2013; Heifetz,
1994).
F. Contingency
Formulated in 1967 by Fiedler, who postulated that O. Conflicting and Outdated Theories
certain circumstances would determine the style of response Regarding the use of transformational, transactional, and
and leadership needed to successfully manage the crisis other leadership philosophies as well as the general study of
(Fiedler, 1967; Prindle, 2012). leadership, there are divergent points of view (Latham,
2014). Qu's (2015) research found that while
G. Situational transformational leadership is meant to promote improved
Predicated on the idea that various circumstances would follower performance, the study's contradictory findings
call for diverse answers, and created by Blanchard in the revealed that it reduced follower engagement and innovation
1960s. According to the notion, leaders should modify their (Qu, Janssen, & Shi, 2015). According to DeRue (2011), the
style of leadership dependent on the degree of follower study of leadership is ingrained with constrained and
development (Blanchard & Hersey, 1996; Northouse, 2013). contradictory practices that conflate supervision with
leadership while ignoring the constantly expanding demands
H. Transactional and complexities of leadership at the organizational level.
Founded on achieving goals, managing by exception, DeRue (2011) made the additional claim that while
and contingent rewards, goal-oriented management was researchers in leadership theory have concentrated on more
developed by Max Weber in 1947. In a transactional model, obvious and scientific achievements, they have neglected
leaders and followers trade rewards-producing activities. A collective and other aspects outside of the individual leader
transactional leader can improve followers' performance by and the evolving demands for contemporary leaders.
offering contingent pay (Bass, 1997; Humphrey, 2013). According to Kaigh et al. (2014), organizational operations
are changing, and leaders are shifting to what is referred to
I. Transformational as a dynamic style of leadership.
Transformational leadership, which was developed by
James MacGregor in the 1970s, is described as a strategy So-called "hard skills" like budgeting, rivalry, and
whereby leaders, in a sense, transformed themselves and critical thinking have historically been the fuel for
connected and interacted with their followers to raise levels traditional leadership. But according to Kaigh et al. (2014),
of motivation, morality, and ultimately performance today's successful organizations depend on soft skills like
outcomes (Allio, 2013; Northouse, 2013). listening, teamwork, information sharing, and other
interpersonal behaviors. There isn't a single effective
J. Charismatic leadership style, according to McCleskey (2014), who said
Max Weber first advocated the use of the charismatic that it has been challenging to pinpoint certain behavioral
quality in the context of transactional leadership in 1948. A theories or a specific leadership style that is 100 percent
charismatic leader has traits including self-assurance, effective. According to Silva (2014), there are divergent
dominance, a firm sense of morality, and a drive to persuade perceptions and points of view about leadership held by
others (House, 1977; Winkler, 2010). academics, academic researchers, and organizations that
K. Servant practice leadership. Van Dierendonck (2011) argued that
Developed by Robert Greenleaf in the 1970s. According while there is significant overlap and resemblance among
to Greenleaf (1977), servant leadership is about having a leadership styles, many academics still treat them
moral stance that assures the welfare of followers and that independently.
leaders should act in their best interests. The complexity of the various environmental
L. Laissez-Faire conditions within contemporary businesses has made it
Lewin, Lippitt, and White introduced the idea in the harder for leaders to exercise effective leadership (Latham,
Iowa research in 1938. A laissez-faire leadership style is 2014). According to Latham (2014), transformational
non-transactional and passively avoidant. Laisse-faire leadership does not offer a comprehensive answer to
leaders typically abdicate their duties to staff members and leadership problems and promotes the use of the so-called
act in a distant, absent manner (Avolio & Bass, 1991; Bass, "ends justifies the means" principle. According to Ling et al.
1985). (2008), CEOs that exhibit higher degrees of transformational
attributes than their peers are more likely to increase

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organizational performance in terms of stakeholder way. Northouse (2013) identified intelligence, self-
involvement and productivity. The advent of servant confidence, determination, integrity, and sociability as the
leadership and spiritual leadership theories, which place a five primary leadership traits, while Bennis (2013) argued
greater emphasis on the interaction between leaders and these traits define a leader's capacity to lead. According to
followers, also clash with aspects of transformational and Northouse (2013), self-confidence is the capacity of a leader
transactional theories and have sparked a wider debate over to have faith in their abilities and competencies, while
what constitutes an effective leadership style (Latham, intelligence is the capacity for reasoning. According to
2014). Northouse (2013), determination is exhibiting perseverance
and a personal desire to complete a goal. Integrity is the
The critiques of transactional, transformational, and quality of being dependable and honest, while sociability is
situational leadership styles were covered by McCleskey the capacity of a leader to build relationships by coming
(2014). While transformational leadership lacks significant across as approachable and able to engage in social and
research that provides specific outcomes on situational personal interactions with people (Northouse, 2013).
responses and a capacity for change, transactional leadership
lacks the qualities to establish long-term relationships and is According to Rietsema and Watkins (2012), a lack of
resistant to adaptability or reaction to situational changes confidence is a common characteristic among CEOs and is
(McCleskey, 2014). Since situational leadership is criticized an essential leadership quality. According to Rietsema and
for lacking consistency and is thought to be open to Watkins (2012), CEOs lacked the confidence to manage the
misunderstanding and contradictions, it is challenging to changing business efficiently and had doubts about their
identify specific elements that make it up (McCleskey, capacity to handle the complexity of changing operational
2014). settings. Interviews with C-suite executives and groups of
consultants from three different industries were done by
According to Ling et al.'s (2008) investigation into the Rietsema and Watkins (2012), who discovered that everyone
impact that transformational CEOs have on organizational had comparable concerns about their capacity to manage and
performance, subordinates observe and emulate the qualities lead in their particular roles.
and behaviors that transformational leaders exhibit, which
raises organizational performance. Adapting to and An additional understanding of trait performance is
overcoming changing conditions that impede organizational provided by the trait of experience (Sarros & Sarros, 2011).
performance are also abilities and attributes that Mixed method research was used to examine the differences
transformational leaders have (Ling et al., 2008). between experienced and novice leadership regarding
leadership and initiatives (Sarros & Sarros, 2011). When
Silva (2014) argued that effective leaders must have mission-centered, performance-centered, and culture-
particular qualities, such as virtue, charisma, or style, over centered leadership performances were analyzed, it was
subordinates to influence them. However, contradictory data found that leaders would create better results as they gained
and the viewpoints of the leaders themselves argue that this experience and more intellectual stimulation (Sarros &
is not necessarily the case. Latham (2014) analyzed the Sarros, 2011). Experience helps a leader gain confidence
historical research on leadership and made the case that the and contributes to their overall effectiveness and
prevailing quantitative technique should be abandoned in achievement of results (Sarros & Sarros, 2011).
favor of qualitative or collaborative research to determine
the most effective approaches, characteristics, or leadership Rietsema and Watkins (2012) contended that current
philosophies. leaders are portrayed as being unable to operate in rapidly
advancing organizational environments and lacking the
P. Trait Approach to Leadership characteristics necessary to function effectively. They
The debate between a style approach and a trait approach suggested that leaders fail to understand and recognize the
to leadership has existed (Northouse, 2013). The features of depth and intricacies of their respective industries. Another
a leader, according to proponents of the trait approach like quality that is directly influenced by leaders is ethics
Northouse (2013), distinguish the style a leader employs and (Groves & LaRocca, 2011). In their 2011 analysis of the
define the efficacy of a leader. In a study comparing connection between leadership effectiveness and stakeholder
transactional and transformational leadership, Bennett values and expectations, Groves and LaRocca found a
(2009) discovered that transformational leaders had a higher connection between stakeholder values, expectations, and
impact on the performance of their subordinates. Further implicit leadership demands. Data from 122 leaders and 458
research on transformational leadership was conducted by of their subordinates were tested using mixed-method
Kovjanic, Schuh, Jonas, Quaquebeke, and Dick (2012), who research and split-sample methods, yielding many results
proposed that the characteristics of transformational leaders relevant to each of their studies. The findings demonstrated
had an impact on follower satisfaction and leadership a relationship between followers' assessments of
success. According to a study by Sadeghi and Pilhie (2012), transformational leadership and leaders' ethical beliefs
the effectiveness of transformational leaders is predicted by (Kantian principles). There is a direct correlation between
their use of qualities including inspiration, influence, and leadership and ethics, and ethical expectations have an
consideration for their followers. impact on both leadership and follower performance,
according to Groves and LaRocca's (2011) research on
Ardichvili and Manderscheid (2008) explored both utilitarian leaders with teleological ethical ideals.
sides of the debate and the idea that while attributes do
influence leadership style, they do so in a relatively minor

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Leaders' inability to adjust to trends and improvements Administration & Leadership, 41(5), 640-657.
in organizational contexts may also be a result of shifting doi:10.1177/1741143213488588.
organizational structures and pre-established expectations [5.] Anderson, H. J., Baur, J. E., Griffith, J. A., &
(Rietsema & Watkins, 2012). According to Andressen, Buckley, M. R. (2016). What works for you may not
Konradt, and Neck (2012), transformational leadership has work for (Gen)Me: Limitations of present leadership
four dimensions: idealized influence, inspirational theories for the new generation. The Leadership
motivation, intellectual stimulation, and individualized Quarterly, doi:10.1016/j.leaqua.2016.08.001.
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enhance motivation and influence self-direction. According leadership styles: Overlaps and the need for a new
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the great man theory and moving on to path-goal, the moderating role of virtuality. Journal of
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Volume 8, Issue 8, August 2023 International Journal of Innovative Science and Research Technology

Organizational Leaders, Conventional Leadership

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II. STATEMENT OF THE PROBLEM By concentrating on needs and acting as a mentor,

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Table 1: Trait Theories

One of the key objectives of trait theorists was to C. Behavioral Theories

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Fig. 1: Path-Goal Leadership. Reprinted from Leadership: Theory and practice

G. Transactional Theory Before transformational leadership gained popularity,

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Fig. 2: Transformational and Transactional Leadership.

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A. Charismatic Leadership In contrast to other conventional theories, charismatic

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VII. THEORY DESCRIPTION C. Path-Goal

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