Compact table of major leadership theories — ready for print/PDF (dark mode). Author: Love
| Theory / Model | Key Focus | Main Styles / Dimensions | Core Idea |
|---|---|---|---|
| Trait Theory | Leader’s inherent qualities | Intelligence, confidence, dominance, charisma, determination | Leaders are born, not made — emphasis on traits that predict leadership emergence. |
| Behavioral (Ohio State / Michigan) | What leaders do | Task-oriented (initiating structure); People-oriented (consideration) | Leadership is about observable behaviors—either task focus or people focus. |
| Blake & Mouton (Managerial Grid) | Task vs People concern | (9,1) Authority-Compliance; (1,9) Country Club; (5,5) Middle Road; (1,1) Impoverished; (9,9) Team | Best performance when leaders score high on both people and production. |
| Lewin’s Styles | Decision-making approach | Autocratic; Democratic (Participative); Laissez-faire | Leadership ranges from directive → participative → hands-off. |
| McGregor (Theory X & Y) | Manager’s assumptions about workers | Theory X (workers dislike work); Theory Y (workers self-motivated) | Assumptions influence managerial approach (authoritarian vs participative). |
| Fiedler’s Contingency | Fit between style & situation | Task-oriented vs Relationship-oriented measured via LPC score | Effectiveness depends on situation favorableness (leader-member relations, task structure, position power). |
| Hersey–Blanchard (Situational) | Follower maturity / readiness | Telling (S1), Selling (S2), Participating (S3), Delegating (S4) | Leader adapts style to followers’ ability & willingness. |
| Path–Goal (House) | Leader clears path to goals | Directive; Supportive; Participative; Achievement-oriented | Leader clarifies path, removes obstacles, and links effort to rewards. |
| Tannenbaum & Schmidt | Continuum: autocratic → participative | Tell → Sell → Consult → Share → Delegate | Choice of style depends on situation and subordinate readiness for involvement. |
| Burns / Bass | Transformational vs Transactional | Transformational: Idealized Influence, Inspirational Motivation, Intellectual Stimulation, Individualized Consideration; Transactional: Contingent rewards | Transformational leaders inspire followers to exceed expectations; transactional leaders use exchanges. |
| Servant Leadership | Serving followers first | Listening; Empathy; Stewardship; Community building | Leader’s primary role is to serve and develop people rather than to command. |