Theory

Character

Characteristics

People Practices

Institutional Practices

Outcomes

1) Great man

Leaders are born and not made (Carlyle, 1841, Spector, 2016) .

Leaders are guided by morality.

Leaders are divinely inspired (charismatic), they are full of wisdom and they are heroic.

2) Trait

Leaders share special characteristics, it is people who have those characteristics that become leaders (Stogdill, 1948, 1974; Kirkpatrick & Locke, 1991) .

Leaders portray integrity

Leaders are intelligent, determined, sociable self-confidence, responsible, insightful and tolerant.

3) Psychodynamic leadership

Leaders not only know their personality types, they also know their followers and they utilize this knowledge together with the relationship with their followers to achieve the desired goals (Zaleznik & Kets de Vries, 1975; Kets de Vries, & Cheak, 2016) .

Leaders are self-aware

Leaders seek to gain insight into subordinates’

psychological makeup (why do followers behave/act the way they do; what motivates them) in order to

influence them to take actions that will lead to achieving the desired goals.

Desired goals

4) Authentic leadership (AL)

According to Avolio, Walumbwa, & Weber (2009: p. 423) AL is “transparent and ethical leader behaviour that encourages openness in sharing information needed to make decisions while accepting followers’ inputs”. Luthans & Avolio (2003) ; George (2003) have similar conceptualization of AL to the one above.

Authentic leaders have an internalized moral perspective, they have strong values to guide them in their endeavours and they are self-disciplined.

Authentic leaders are self-aware, they know there purpose, they act from their hearts, hence, they are passionate about their missions.

Authentic leaders have

relational transparency; they maintain trusting relationship with others.

Authentic leaders undertake “balanced processing” of information.

5) Skills

Leaders require certain skills in order to be effective in their work (Katz, 1955) .

Leaders should have human skills.

Leaders should have technical and conceptual skills.

6) Behavioural

Leaders need to portray certain behaviour (people and task behaviour) to achieve desired goals. One of the behavioural approaches is managerial grid, where the ultimate goal is to practice team style leadership (9, 9). At 9, 9 both people and tasks are highly valued, (Blake & Mouton, 1964) .

Leaders are people oriented (provide conducive working conditions and employees’ development).

Leaders are task oriented (supports research and product innovations, organizational efficiency is achieved and processes are adhered to).