Great Man Theory

• The Great Man theory of leadership considers the existence of natural leaders, denoted by inherent traits that make them better suited to lead others. This theory suggests that you should look to history's strongest leaders for evidence both of the validity of this idea but also for examples. Unfortunately, this theory was well established prior to the modern feminist movement, so the use of the word man is literal. Still, today strong leaders are often characterized as being natural leaders or being meant to lead, suggestions that refer to them having achieved their leadership qualities through an innate process.
  
  

Contingency Theory

• The Contingency theory of leadership suggests that no single leader is ideal in every situation and that it is the unique requirements of each situation that demand a specific leadership style. This theory concentrates on the events surrounding and influencing a situation, determining what kind of leader could best serve the situation. The Contingency theory suggests that the actual qualifications of a leader may be less important than the leader's ability to understand and relate to a changing situation. Unfortunately, this theory would also mandate constant changes in leadership to meet updated demands.
  
  

Behavior Theory

• Behavior theory concentrates on the actions of individuals when determining who should lead. It discounts, or at least downplays, social and mental innate traits such as intellect, wisdom and experience. Instead, it holds that an individual's actions are a display of their internal ideals or personal beliefs. By studying an individual's actions or behavior, you can determine if she possesses the specific and unique leadership skills that you are looking for. Further, Behavior theory suggests that individuals can be taught to be leaders, as long as they already possess behavior that suggests they have leadership qualities.
  
  

Transactional Theory

• The Transactional theory, often referred to as the management theory, suggests that individuals benefit from a hands-on leadership style. This includes a system of rewards and penalties, monitored closely by a leader who corrects errors and upholds a specific standard. The Transactional theory focuses on situations where creativity is frowned upon and only the acceptable standard is the concern, attempting to mimic a mechanistic work environment.