GREAT MAN THEORY

Leaders are born and not made. Great leaders will arise when there is a great need. Ideological theory that "great" leaders possess characteristics or traits not found in the rest of the population. This theory is the portrait of the legend leaders as gallant, mythic, and they were born to explore their leadership qualities whenever they requires. The reason behind the use of word like Great Man for the leadership theory is that in such time the leadership quality is considered as the mainly a male quality which is specially referred to armed leadership. The 'great man' theory was originally proposed by Thomas Carlyle. People are born with inherited traits. Some traits are particularly suited to leadership. People who make good leaders have the right (or sufficient) combination of traits.The oldest type of thinking about effective leadership. Logically, 'Trait-Based' leadership models focus on identifying the traits of successful leaders. Gordon Allport was an early pioneer in the study of traits, which he sometimes referred to as dispositions. Focused on differences between individuals. The
combination and interaction of various traits forms a personality that is unique to each individual. Trait theory is focused on identifying and measuring these individual personality characteristics.

INDIVIDUAL CHARACTERISTIC TRAIT STUDIES

BEHAVIORAL THEORY

Leaders can be made, rather than are born. Successful leadership is based in definable, learnable behavior. Behavioral theories of leadership do not seek inborn traits or capabilities. Rather, they look at what leaders actually do. Behavioral is a big leap from Trait Theory. First developed by Robert Blake and Jane Mouton in 1964, this theoretical approach to understanding leaders creates categories of styles, which are aligned with the actions the leader may take, or the methods they use to reach their goals.

SCIENTIFIC MANAGEMENT

HUMAN RELATIONS

MOTIVATIONAL THEORY

also called Taylorism or the Taylor system is a theory of management that analyzes and synthesizes workflows, improving labour productivity. The core ideas of the theory were developed by Frederick Winslow Taylor in the 1880s and 1890s, and were first published in his monographs, Shop Management (1905) and The Principles of Scientific Management (1911). Frederick Taylor believed that decisions based upon tradition and rules of thumb should be replaced by precise procedures developed after careful study of an individual at work. Its application is contingent on a high level of managerial control over employee work practices. espoused this careful specification and measurement of all organizational tasks. Tasks were standardized as much as possible. Workers were rewarded and punished. This approach appeared to work well for organizations with assembly lines and other mechanistic, routinized activities. Introduced by Mary Follet Presence of proper relationshipbetween manager andmembers. The individual worker as thesource of control, motivationand productivity in organization a concept regarding the principles and goals of management in organizations, especially in industry, that developed in bourgeois social science. The theory arose in the 1920s in the USA as the attitudinal and methodological basis of the industrial sociology of labor. Its leading advocates were F. J. Roethlisberger, W. E. Moore, and E. Mayo in the USA and G. Friedmann in France. Motivation is a term that refers to a process that elicits, controls, and sustains certain behaviors. Motivation is a group phenomena which affect the nature of an individual's behavior, the strength of the behavior, and the persistence of the behavior. There are many approaches to motivation: physiological, behavioural, cognitive, and social motivation may be rooted in a basic need to minimize physical pain and maximize pleasure, or it may include specific needs such as eating and resting, or a desired object, goal, state of being, ideal, or it

SITUATIONAL THEORY

INTERACTION THEORY

may be attributed to less-apparent reasons such as altruism, selfishness, morality, or avoiding mortality by Elton Mayo 'Situational' (or 'Contingency') leadership models are based on the idea that the leader's actions should vary according to the circumstances he or she is facing - in other words leadership methods change according to the 'situation' in which the leader is leading. Developed by Paul Hersey. This category includes most notably: Kurt Lewin's Three Styles model; Tannenbaum and Schmidt's Leadership Continuum model; theFiedler Contingency model; House's Path-Goal theory; Hersey and Blanchard's Situational Leadership model; and Bolman and Deal's Four-Frame model. The Interactional Theory was developed by Terrence P. Thornberry in 1987. This theory suggests that gang membership results from a reciprocal relationship between the individual and peer groups, social structures (i.e. poor neighborhood, school and family environments), weakened social bonds, and a learning environment that fosters and reinforces delinquency. The theory is a combination of the Social Control Theory and the Social Learning Theory in that it emphasizes a weak societal bond and learning that encourages deviant behavior. This theory is meant to examine all of the influential factors an individual may experience throughout his/her life. This theory is more of a developmental theory which suggests that societal, learning, and delinquency factors all contribute to an individuals involvement in organized crime. The theory further states that individuals with weak social bonds will form other bonds with other delinquents who share the same poor values.