The Evolution of

Leadership Theory
This presentation will explore the key developments in leadership
theory over the past century, from the early focus on individual traits to
the recent emphasis on shared and authentic leadership.

by Mary Florence Toledo

1900s: Trait Theory
1 Innate Qualities
The trait theory suggests that
effective leaders are born with
inherent characteristics like
intelligence, confidence, and
decisiveness.
2 Limitations
This approach fails to account for the
influence of situational factors and
the potential for leadership skills to
be developed over time.

3 Criticism
Trait theory was criticized for being too simplistic and unable to explain why some
individuals with the "right" traits were ineffective leaders.
1910s-1940s: Behavioral Theories
Task-Oriented
Behavioral theories focused
on the specific behaviors and
actions of leaders, such as
their ability to structure work
and provide clear direction.
People-Oriented
These theories also
emphasized the importance
of leaders being considerate,
supportive, and focused on
the needs and well-being of
their followers.
Limitations
Behavioral theories struggled
to consistently predict
leadership effectiveness, as
the appropriate leadership
style often depended on the
situation.
1940s-1960s: Contingency Theories
1 Situational Approach
Contingency theories recognized that the effectiveness of a leader's style
depended on the specific situation, including factors like the task, the team,
and the environment.

2 Flexible Leadership
Effective leaders were seen as those who could adapt their approach to best
fit the current circumstances, rather than relying on a one-size-fits-all style.

3 Advancing the Field

Contingency theories helped move leadership research beyond the
simplistic trait and behavioral approaches, paving the way for more nuanced
and contextual models.
1960s-1980s: Transformational Leadership
Inspirational Vision
Transformational leaders inspire their
followers by articulating a compelling vision
and appealing to their higher-order needs
and values.
Intellectual Stimulation
Transformational leaders challenge their
followers to think critically, question
assumptions, and find innovative solutions.
Individualized Consideration
These leaders also provide personalized
support and encouragement, helping
followers develop their full potential.
Charismatic Influence
Through their personal charm and
magnetism, transformational leaders are
able to inspire deep loyalty and
commitment from their followers.
1980s-1990s: Servant Leadership

Empathy Stewardship Humility Service

Servant leaders They see their role as Servant leaders At the core of servant
prioritize that of a steward, exhibit a sense of leadership is a deep
understanding and focused on facilitating humility, recognizing commitment to
addressing the needs the growth and that their success serving others and
of their followers, development of their depends on the putting their needs
showing genuine care team members. contributions of first.
and concern. others.
1990s-2000s: Authentic Leadership

Self-Awareness Relational Transparency Balanced Processing

Authentic leaders have a
deep understanding of their
own values, strengths, and
weaknesses, which guide
their decision-making.
They are open and honest in
their interactions with
others, fostering trust and
building genuine
connections.
Authentic leaders objectively
analyze all relevant
information before making
important decisions,
avoiding bias and blind
spots.
2000s-Present: Shared Leadership
Distributed Responsibility Shared leadership emphasizes the
distribution of leadership functions and
responsibilities across the team or
organization.

Collective Influence In this model, leadership is seen as a

collective process, where team members
actively influence and support one another.

Flexibility and Adaptability Shared leadership allows for greater flexibility

and responsiveness to changing
circumstances, as leadership roles can shift
dynamically.