Theoretical background: historical development of views on leadership

2. modul: Csapatmunka Elméleti háttér: a vezetésről alkotott nézetek történelmi fejlődése

2. modul: Csapatmunka

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Elméleti háttér: a vezetésről alkotott nézetek történelmi fejlődése

In the 19th century, research on leadership concentrated on the inherent qualities of leaders, aiming to identify the personality traits and other attributes of effective leaders. The core belief of the Great Man theory is that leaders are born with unique characteristics that enable them to attain greatness, often seen as divinely designed (Cawthon, 1996 & Dziak, 2019). This theory often cited historical figures like Julius Caesar, Mahatma Gandhi, Abraham Lincoln, and Napoleon Bonaparte as natural-born leaders with innate leadership qualities, capable of shaping history (Benmira & Agboola, 2020).The Great Man theory later evolved into trait theories, which argue that leaders can either be born or made (Johns & Moser, 1989 & Buchanan & Huczynski, 2017). These theories suggest that the traits of successful leaders can be inherited or acquired through training and practice, focusing on the mental, social, and physical traits of leaders. However, by the 1950s, it became apparent that a consistent set of traits could not be identified, leading to the decline of this approach. Today, psychometric tools reflect trait theory principles in action, often used in recruitment to highlight key personality traits for personal performance and team development (Benmira & Agboola, 2020).

Behavioural theory emerged from trait theories, asserting that leaders are largely made rather than born and that specific behaviours can be learned to ensure effective leadership (Johns & Moser, 1989, Denison, Hooijberg & Quinn, 1995). This theory emphasises the actual behaviours of leaders rather than their traits or characteristics but largely ignores the leader's situation and environment. Today, this theory is exemplified in numerous leadership training programs that focus on developing leadership skills and behaviours, supporting the belief that leadership is largely learned (Benmira & Agboola, 2020).

The situational era recognised the significant role of the environment in the leader-follower dynamic, focusing on leadership in particular situations rather than the traits or behaviours. This implies that leaders must assess the context in which they operate and decide which style best fits the situation. This approach is known as contingency theory leaders (Yurii, Yevgen, Nataliia, 2018 & Fiedler, 1974).

The new leadership era emerged in response to the need for theories that address the complexity of modern leadership. This era moves away from traditional unidirectional, top-down leadership models, focusing instead on the complex interactions among leaders, followers, situations, and systems as a whole. It also emphasizes the latent leadership capacities of followers (Van Seters & Field, 1990).This context encouraged the popularity and adoption of transformational and transactional leadership theories. Transformational leadership involves leaders who inspire and motivate followers, encouraging significant changes and new directions (Bass, 1990). This theory is vital in today's fast-paced technological industry, where innovation and agility are crucial for success. Notable examples of transformational leaders include Jeff Bezos, Steve Jobs, and Bill Gates (Benmira & Agboola, 2020).Conversely, transactional leadership relies on authority to motivate employees, using rewards and punishments to manage performance (Bass, 1990 & Hollander & Offermann 1990). This approach works best in mature organisations with clearly defined structures and goals, reinforcing the status quo. Transactional leaders, such as managers, typically focus on supervision, processes, and follower performance (Benmira & Agboola, 2020).