The Great Man Theory

Situational Theory

Transactional Theory

The Great Man theory maintains that outstanding leaders are not made, but born. The theory holds a position that leadership qualities are born within a person and prevails within the bloodlines. The Great Man Theory further suggests that leadership features such as intuition, wit, intelligence, and courage are desirable qualities that are inherited down a bloodline (Robinson, 2018). The Great Man theory of leadership operates on a traditional view of leadership that suggests that when one is born of a leadership bloodline, the likelihood that he/she will have unique leadership qualities is enhanced (Robinson, 2018).

The great man theory is founded on the assumption that great leaders will always possess specific traits that ensure that they can rise into a leadership position hence enabling the followers to look up to them. Moreover, the theorists are based on the notion that the great leader can arise in the events whereby their need rises. The framework further maintains that the people in power deserved to be called leaders based on the prevailing leadership traits endowed within them (Robinson, 2018).

The situational theory of leadership maintains that no specific theory under the leadership context can be applied to address all the situations (Chon & Park, 2019). Moreover, the situational leadership theory observes that leaders should have the ability to adjust their leadership traits to fit within the prevailing situation. Therefore, it is accurate to derive that situational leadership theory relies on a flexible form of management whereby the leaders are required to delegate, command, coach, and persuade the subordinates to follow the established management decisions (Chon & Park, 2019).

The situational form of leadership is regarded as an effective style since the leader will change the prevailing style of leadership to meet the goals of the team (Chon & Park, 2019).

The transactional leadership theory is founded on the notion that an effective leader should always reward the subordinate’s good deeds. Additionally, the leaders should also rebuke the wrong deeds of the followers (Khan, 2017). This form of leadership offers priority to the order, structure, and hierarchy of the firm depending on the member’s creativity. In comparison to the great man theory and the situational form of leadership, transactional leadership is most preferred since it motivates the subordinates towards ascertaining their goal within a team(Khan, 2017).

Therefore, it is evident that transactional leadership is mainly focused on directing and motivating subordinates through actions that appeal to their self-interest. The power allocated to transactional leaders is established on their formal responsibility and authority within the team (Khan, 2017). The primary goal of the subordinates is to obey the instructions provided by the leader while ensuring that the primary goals of the team are achieved.