Great Man

Theory

D
E
F
I
N
A
T
I
O
N

The terms of
man is use to
distinguish
themselves by
certain traits
and belief
leaders are
exceptional
people, born
with innate
qualities,
destined to
lead.
(Per Dalin ,
cited in
Thomas
Carlyle 1940)

Trait Theory

Identifying the
qualities that
differentiate a
leader from the
followers.
(Bass 1990 )

Behavioural
Theory

Contingency
Theory

Transactional

These
concentrate on
what leaders
actually do
rather than on
their qualities.
Different
patterns of
behaviour are
observed and
categorized as
'styles of
leadership'.
(Bolden et al.,
2003)

This is a
refinement of
the situational
viewpoint and
focuses on
identifying the
situational
variables
which best
predict the
most
appropriate or
effective
leadership
style to fit the
particular
circumstances.
(Bolden et al.,
2003)

Transactional
leadership
occurs when
one
person takes
the initiative
in making
contact with
others for the
purpose of an
exchange of
valued things
(M. Bass
1985)

Theory

Transformation

Theory

Those who
stimulate and
inspire followe
to both achieve
extraordinary
outcomes and i
the process
develop their
own leadership
capacity. ( Bass
1998)

S
T
R
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N
G
T
H

*Starting point
for the
understanding
of which
human traits
make great
leaders.
*When
problem arise
they personally
committed to
finding a
solution
*Success
without formal
training
(Thomas
Carlyle 1940)

*Leaders who are

having certain
traits allows
behavior
modification to
become more
tenable in
producing good
leaders,
*It provides
benchmarks for
identifying
potential leaders.
(Ralph M.
Stogdill 1974)

*Effective
technique such
as intensive
behavioral
intervention,
behavior
analysis, and
discrete trial
training are all
rooted in
behaviorism.
This helps to
learn new
things.
* It supports
the idea that
leadership
traits can be
learned
through
development
and
experiences.
(Reynaldo
Flores 2003)

*Broadened
the scope of
leadership
understanding
to emphasize
the importance
of a leader's
style and the
demands of
different
situations.
*Supplies data
on leadership
styles that
could be useful
to
organizations
in developing
leadership
profiles for
human
resource
planning.
(Northouse
2007)

* The central
idea is
relatively
straightforwar
d to convey to
subordinates.
* People will
be given
rewards and
incentives
once they
accomplish
task and
objective
given.
*There is
minimal need
in the short
run to train
leaders.
(Max Weber
& Bernard M.
Bass 1970)

*Helps to focu
one's attention
more
appropriately
defining a task
*Stand out from
other leadershi
styles in their
ability to quick
assess the curre
situation of an
organizational
and formulated
vision for grow
and improveme
(Bernard M. Ba
1970)

W
E
A
K
N
E

S
S

F
A
C
T
O
R

*No scientific
proof or basis
*The decisions
made by these
individuals
would result as
hopeless,
childish and
unscientific
position.
(Herbert
Spencer 1860)

*Fails to look at
how specific traits
influences
leadership
outcome such as
performance and
productivity.
*Focus on the
leader not the
follower or the
situation
(Ralph M. Stogdill
1974)

* Does not
describe for
other types of
learning,
especially
learning that
occurs without
the use of
reinforcement
and
punishment.
*Examines
human and
nonhuman
beings from
the point of
view of the
behavior they
demonstrate.
(Reynaldo
Flores 2003)

*Fail to
explain why
leaders with
particular
leadership
styles are more
effective in
some situation
than others
*Fails to
adequately
explain what
should be done
about a leader/
situation
mismatch in
the work place.
(Northouse
2007)

*It disregards
emotions and
social values
because they
assume
everyone is
rational
*It has not
been
demonstrated
to be the most
effective
leadership
method in
lesser
stressful
situations
(Max Weber
& Bernard M.
Bass 1970)

*They can be
over-dependen
upon the leader
*Can put peopl
off with the
amount of risk
involved, as the
sometimes
challenge mark
leaders.
(Bernard M. Ba
1970)

*Intelligence.
The leader is
expected to
possess
intelligence
above that of
his followers.
The leader
should be able
to pass in a
simple direction
to their
followers.
*Selfconfidence is
certainly about
ones
competency and
skills. A good

*Openness is the
degree to which
one is thoughtful
and rational
considering new
ideas.
*Conscientiousne
ss is the degree to
which one is aware
of and attentive to
complete the task.
*Extraversion
leaders are
energetic tend to
seek out social
stimulation and
opportunities to
engage with
others.

*Directive is a
style which
characterized
by leaders
talking
decision for
others and
expecting
follows or
subordinates to
follow their
instruction.
*Task
oriented
emphasizes the
achievement of
concrete
objectives.
They look for

*Leader
member
relationship
deals with the
general
atmosphere of
the group and
the feelings
such as trust,
loyalty and
confidence that
the group has
for its leader.
*Task
structure is
related to task
clarity and the
means to task
accomplishme

*Contingent
reward is
where the
leader uses
rewards or
incentives to
achieve result
when
expectation
meets.
*
Management
by exception.
The leader
actively
monitors
work
performed
and uses

*Individualize
influence
charisma whic
describes leade
who act as stro
role model for
followers
*Inspirational
motivational
which describe
leaders who
communicate
high
expectations.
*Intellectual
stimulation
which describe
leaders who
stimulate

A
S
S
U
M
P
T
I
O
N

leader will be
confident to
speak what is
right and
wrong.
*Ambitious.
Great leader
view their
ambition as the
key to power
and selfaccomplishment
and they will do
whatever it
takes to achieve
their goals.
(Dr. Hawa
Singh 2010)

*Agreeableness is
the degree to
which one gets
along well with
others.
*Neuroticism is
the degree to
which one is
emotionally stable
or unstable.
(Paul Costa
&Robert McCrae's,
1992)

high level
productivity
and ways to
organize
people and
activities in
order to meet
those
objectivities.
*People
oriented
leaders are
focusing their
behavior on
ensuring that
inner needs of
the people
satisfied. Thus
they will seek
to motivate
their staff
through
emphasizing
human
relation.
(Wright 1996)

nt
*The position
power relates
to the amount
of rewardpunishment
authority the
leader has over
members of the
group.
(Fred E.
Fiedler 1964)

corrective
methods to
ensure the
work is
completed to
meet accepted
standard.
(Northouse
2004)

followers to be
creative
*Individual
consideration
which describe
leaders who
provide a
supportive
climate.
(Northouse 200

*Leaders are
born not made.
*Great Leaders
will arise when
there is a need
(The Great Man
Theory 2010 )

*People are born

with inherited
traits.
*People who make
good leaders have
the right (or
sufficient)
combination of
traits.
(The history of
leadership theories
2009)

*Leaders can
be made, rather
than are born
* Successful
leadership is
based in
definable,
learnable
behavior
(The history of
leadership
theories 2009)

*The best way

to organize
depends on the
nature of the
task
environment to
which the
organization
relates.
(Scott & Davis
2007)

*People are
motivated by
reward and
punishment.
*Social
systems work
best with a
clear chain of
command.
(K. Barman
2009)

*People will
follow a person
who inspires
them.
*A person with
vision and
passion can
achieve great
things.
(The history of
leadership
theories 2009)

E
X
A
M
P
L
E

*Benjamin
Franklin
*Abraham
Lincon
*Walt Disney
*Steve Jobs
(The Great Man
Theory 2010 )

*Bill Gates
*Howard
Schultz
*Vince
Lombardi
(Pamela
Spahr, 2014)

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*Nelson Mand
(Paul
Schoemaker,
2014)
*Martin Luther
King Jr
*Steve Jobs
*Mahatma
Gandhi
(Bernard M.Ba
1985)

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