A leader is interpreted as someone who sets direction in an effort and influences people to follow that direction. How they set that direction and influence people depends on a variety of factors. To really comprehend the “territory” of leadership, one should briefly scan some of the major theories, notice various styles of leadership and review some of the suggested traits and characteristics that leaders should have.

There are many leadership theories. Arthur G. Jago (1982) proposed a framework that organizes leadership theories based on each theory's focus and approach.

"Focus" refers to whether leadership is viewed as a set of traits or as a set of actions.

Focus on Traits: Theories with such a focus see leaders as having certain innate or inherent personality traits that distinguish them from non-leaders. These personality traits are supposed to be relatively stable and enduring.

Focus on Behaviour: Theories with this type of focus see leadership as observable actions of the leader instead of personality traits.

The central idea of this approach was that effective leadership was dependent on a mix of factors. Fred E. Fiedler argued that effectiveness depends on two interacting factors: leadership style and the degree to which the situation gives the leader control and influence.

rned with whether a particular theory or model of leadership takes a universal or a contingent perspective.

When there is a good leader-member relation, a highly structured task, and high leader position power, the situation is considered a "favourable situation".

Many associate leadership with one person leading. Four things stand out in this respect. First, to lead involves influencing others. Second, where there are leaders there are followers. Third, leaders seem to come to the fore when there is a crisis or special problem. In other words, they often become visible when an innovative response is needed. Fourth, leaders are people who have a clear idea of what they want to achieve and why. Thus, leaders are people who are able to think and act creatively in non-routine situations – and who set out to influence the actions, beliefs and feelings of others.

Some topics in this essay:
Managerial Grid, Position Power, Researchers Fiedler's, Match Mismatch, Consideration Consideration, Co-worker LPC, Hemphill Coons, Grid Fiedler, Behavioural Theories, Behaviour Theories, position power, leadership behaviour, managerial grid, universal approach, leadership style, personality traits, task structure, leader-member relations, effective leadership, concern production, blake mouton’s managerial, mouton’s managerial grid, fiedler's contingency theory, behaviour refers leadership, observable actions leader,