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To many, leaders are not born, but made. It is increasingly accepted, however, that in order to be a good leader, one must have the experience, knowledge, commitment, patience, and most importantly the skill to negotiate and work with others to achieve goals.

Good leaders are thus made, not born

Great man theories assume that the capacity for leadership is inherent, that great leaders are born, not made

the trait theory assumes that people inherit certain qualities or traits make them better suited to leadership.

Contingency theories of leadership focus on particular variables related to the environment that might determine which style of leadership is best suited for a particular work situation.

Situational theory proposes that leaders choose the best course of action based upon situational conditions or circumstances.

Behavioural theories of leadership are based on the belief that great leaders are made, not born.

articipative leadership theories suggest that the ideal leadership style is one that takes the input of others into account.

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Transactional theories, also known as management theories, focus on the role of supervision, organization and group performance and the exchanges that take place between leaders and followers. These theories base leadership on a system of rewards and punishments (Charry, 2012).

Relationship theories, also known as transformational theories, focus on the connections formed between leaders and followers. In these theories, leadership is the process by which a person engages with others and is able to “create a connection” that results in increased motivationand morality in both followers and leaders. 

This theory states that learned knowledge and acquired skills/abilities are significant factors in the practice of effective leadership. Skills theory by no means refuses to acknowledge the connection between inherited traits and the capacity to lead effectively, but argues that learned skills, a developed style, and acquired knowledge, are the real keys to leadership performance.

Autocratic leadership is an extreme form of transactional leadership, where leaders have complete power over staff. Staff and team members have little opportunity to make suggestions, even if these are in the best interest of the team or organization

Bureaucratic leaders follow rules rigorously, and ensure that their staff also follow procedures precisely.

Charismatic leadership theory describes what to expect from both leaders and followers. Charismatic leadership i

a leadership style that is identifiable bu

may be perceived with less tangibility than other leadership styles

Democratic leaders make the final decisions, but include team members in the decision-making process. They encourage creativity, and team members are often highly engaged in projects and decisions.

Laissez-faire leadership may be the best or the worst of leadership styles (Goodnight, 2011). Laissez-faire, this French phrase for “let it be,” when applied to leadership describes leaders who allow people to work on their own. Laissez-faire leaders abdicate responsibilities and avoid making decisions, they may give teams complete freedom to do their work and set their own deadlines.

This leadership style starts with the idea that team members agree to obey their leader when they accept a job.

In most cases, leaders do not change only the dynamics and environment, employees within the organization change.

Like one that does not fit all heads, similarly one style cannot be effective in all situations.

democratic leaders

three different leadership styles

Laissez faire leadership

autocratic leaders

Different researchers proposed that three types of leaders, they were; autocratic, democratic and laissez-faire.

“He further assumed that all leaders could fit into one of these three categories”.