Some people say that we cannot define leadership, but we know it when we see it. Others argue that leadership can only be defined as someone who has followers. So scholars argue that a universally acceptable definition for leadership is practically impossible and will hinder new ideas and creative ways of thinking Stogdill argued that “Leaders are agents of change, persons whose acts affect other people more than other people’s acts affect them. Leadership occurs when one group member modifies the motivation or competencies of others in the group.”

In the early 1900s, leadership traits were studied to determine what made certain people leaders. The theories that developed were called “great man” theories focused on identifying the innate qualities and characteristics possessed by great social, political and military leaders such as Napoleon Bonaparte, Indira Gandhi, Martin Luther King, and Mustafa Kemal Atatürk. A modification of the Great Man Theory is the Trait Theory which argues that leadership qualities or traits can be acquired.   They need not always be inborn. The trait theory essentially says that leaders are born or can be made with certain traits or characteristics. This theory attempts to identify specific physical, mental and personality characteristics associated with leadership success and relates those traits to certain success criteria. The main distinction between the Great Man and the Trait Theory is the possibility of acquisition of leadership characteristics. Apart from Great Man, Trait Theory posits that leadership qualities may be acquired and developed through training and practice.

Great Man Theory has two fundamental assumptions: Leaders are born and not made; and great leaders will arise when there is a great need. Great Man Theory possesses a masculine viewpoint of leadership; the characteristics attributed to leaders do not represent “women leaders”.

Trait perceptive in leadership is very different from the other perspectives in leadership because it focuses only on the leader, not on the followers or the situation. Correspondingly it causes some limitations and criticisms on this approach. Firstly, the list of possible significant traits for effective leader is unlimited. Although a huge number of research has been conducted over the past 100 years, the findings from these studies have been unclear and changeable in times. Secondly, trait approach assumes that all successful leaders have the same personal traits that are equally important in all situations. However, this assumption is not correct, leadership is far too complex to have a universal list of traits that apply to every condition. Such as two leaders with different pattern of trait could be effective in the same situation. Lastly, derived from previous criticisms, trait approach on leadership is about the leader, but scholars emphasize that leadership is relational. People are successful leaders because of their favorable relationships with followers; so, successful leaders can only explain in the view of quality of these relationships.

Task/goal-oriented Leader: According to both studies, the leader shows a behavior that closely controls whether the group members are working in accordance with the predetermined company principles, methods and rules and push them to reach their performance capacity. They focus on clear cut procedures, plan and schedule tasks, organize followers’ activities and deployed necessary technical assistance. Besides he/she uses formal authority on coercion, reward, and legitimate power to influence the behavior and performance of followers.

People- oriented Leader: People oriented leader tries to improve the working conditions that will improve the satisfaction of the group members and is closely interested in the personal development and progress of the subordinates. Thus people-oriented leadership involves behaviors such as showing trust and respect for subordinates, acting friendly and considerate, trying to understand and solve their problems, showing appreciation for subordinates’ ideas.

According to managerial grid, leaders are grouped into five leadership styles:

• Country club management (1, 9); this leader has low concern for production, but much more concern for people. Country club managers focus on building positive relations among employees even when production is low.
• Task management (9, 1); this leader has a high concern for production, on the other hand minimum concern for people. They apply restrict control on working and perceive employees as a part of machines for achieving goals. So they don’t care much about employees’ problems or needs.
• Middle of the road management (5, 5); this leader has a moderate concern for production and people. So there is a moderate effort to accomplish the tasks by creating a good working environment. Middle of the road managers try to keep the status quo by adopting moderate approach.
• Impoverished management (1, 1); this leader has neither a concern for people nor concern for production. Managers show little effort on building relationships with employees or getting the tasks completed.
• Team management (9, 9); in this leadership style, both job satisfaction and productivity are high, because the leader has a high concern for both people and production. There is a peaceful working environment and strong relationship between the leaders and the employees, but the focus still remains on achieving the organizational goals.

The most important benefit of managerial grid is that it allows managers and leaders to conceptualize their behavior. Thus, a manager who understands his / her own management style, can make such changes through various training and development programs.

According to this theory, the factors determining the effectiveness of the leader are:

• The quality of the intended purpose
• Abilities and expectations of the followers (group members)
• Characteristics of an organization that leadership composed
• Past experiences of the leader and the followers

Behavioral leadership perspective has some limitations. Firstly, both style of behavior leadership are made concepts over-simplified and broad generalizations that hide specific behaviors within each category. Secondly, behavioral approach believes that high levels of task and people oriented leadership are best in all situations, but in real world, the best leadership style depends on the situation. Thus, for effective leadership, leaders should examine situational variables, such as the followers’ expectations, skills, role clarity, and previous experiences, and they have to modify these variables or change their style of leadership to adapt to them. The behavioral perspective construct two of the main leadership styles, people-oriented and task-oriented found in many contemporary leadership theories. These contemporary theories adopt a contingency perspective, which is described in the next part.

The first extensive contingency leadership model was pioneered by Fred Fiedler. This model is based on the idea that effective group performance is a function of leadership style and environment characteristics. Fiedler proposed that there is an interaction between leadership style and the particular organizational situations. The basic idea is to match the leader’s style with the situation most favorable for his or her effectiveness. Therefore, the key was to define those leadership styles and different types of situations and decide the appropriate combinations of style.

In a later version of Path-Goal Theory, House and Mitchell (1974) develop two important propositions concerning leadership behavior:

1. Leader behavior is acceptable and satisfying for subordinates to the extent that subordinates perceive such behavior as a source of immediate satisfaction or as instrumental to future satisfaction.
2. Leader behavior is motivational to the extent that it makes the satisfaction of subordinates’ needs contingent on effective performance and such behavior complements the environment of subordinates by providing coaching, guidance, clarity of direction, and rewards necessary for effective performance.

Path-goal Theory is about how leaders motivate followers to accomplish their goals. Leaders use their leadership style to meet followers’ motivational needs. They improve attainment of followers goals by disseminating necessary information and increasing the incentives in the work environment.

Directive leadership means that the leader lets subordinates know what’s expected of them. They form the work schedules and coordinates the works to be done. Additionally, they give specific guidance on how to accomplish these tasks. A directive leader clarifies policies, rules, and procedures and establishes clear standards of performance to reduce role ambiguity. Those leaders also purify the follower perceptions concerning the degree to which their effort would result in successful performance (goal attainment). Directive leadership behavior is similar with previously mentioned job-centered or task-oriented leadership styles.

Supportive leadership contains leader behaviors that concerns subordinates’ satisfaction of needs and preferences, as well as well-being of them. This leader creates a friendly and psychologically supportive work environment and treats subordinates as coworkers of him/ her. Supportive leadership behavior is similar with previous consideration, people-centered or relationship- oriented leadership styles.

Participative leadership involves leader behavior that encourage and enable subordinate involvement in decision making. The leaders consult with subordinates, asking for their opinions and suggestions, encourage participation in the decision process before making decisions. Participative leadership relates to involve subordinates in decisions.

Achievement oriented leadership means encouraging subordinates to reach the highest performance by settings clear and challenging goals. This leader behavior is emphasized on excellent performance and improvement over current performance. The achievement oriented leader also shows a high degree of confidence and assists followers that are capable of establishing and accomplishing challenging goals.

Employees interpret their leader’s behavior based on their needs, such as the degree of structure they need, affiliation, perceived level of ability, and desire for control. Experience and locus of control are two contingencies for employee characteristics that moderate the relationship between a leader style and effectiveness. Directive and supportive leadership is best for employees who are inexperienced and unskilled. For example, directive leadership gives explanation to subordinates about how to achieve the tasks; whereas supportive leadership helps employees to meet with uncertainties of unusual work situations. On the other hand, participative and achievement-oriented leadership styles are more effective in skilled and experienced subordinates.

Charismatic leaders;

• have vision.
• have strong and inspirational articulation of future vision.
• are willing to take risks to achieve that vision.
• need high sensitive to both environment constraints and follower needs.
• have exhibit behaviors that are out of the ordinary.

Paternalism is conceptualized as the employer’s authority and guidance in return for loyalty and respect from his/her subordinates. Paternalistic leadership is “a style that blends strong discipline and authority with fatherly benevolence and moral integrity couched in a personality atmosphere”. In paternalism, the leader is like a father and takes care of the followers like a parent would. Paternalistic leader creates a family environment at work, behaves like a father to subordinates. He protects and establishes close relations with them and gives fatherly advice for both work and personal lives. Although a paternalistic leader is caring and supporting subordinates in all areas, he will also underline status differences at work and demand unquestionable obedience from the subordinates. If subordinates do not obey and act individually, the leader may punish them. Paternalistic leaders anticipate to employees to be totally committed and loyal to them. Besides, leaders are concerned with the welfare of employees and their families.