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Decision-making and problem-solving 
skills, including seeing the big picture 
(d)
 
Time management and personal organisation 
(e)
 Self-development 
skills: the ability to learn continuously from experience, to grow in self-
awareness and to exploit learning opportunities 
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CHAPTER 11
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LEADING AND MANAGING PEOPLE 
 
307 
4.3 Theories of leadership 
There are three basic 
schools of leadership theory
: trait ('qualities') theories, style theories and 
contingency (including situational and functional) theories. 
There are three basic 'schools' of leadership theory. 
School 
Comment 
Trait theories
Based on analysing the personality characteristics or preferences of successful leaders 
Style theories
Based on the view that leadership is an interpersonal process whereby different leader 
behaviours influence people in different ways. More or less effective patterns of 
behaviour (or 'styles') can therefore be adopted 
Contingency 
theories
Based on the belief that there is no 'one best way' of leading, but that effective leaders 
adapt their behaviour to the specific and changing variables in the leadership context: 
the nature of the task, the personalities of team members, the organisation culture, and 
so on 
We will look at each of these in turn. 
 
5
Leadership skills and styles 
5.1 Trait or 'qualities' theories 
Early theories suggested that there are certain personal 
qualities
common to 'great men' or successful 
leaders. In other words, 
'leaders are born, not made'
. 
Various studies have attempted to determine exactly 
which
qualities are essential in a leader. One 
American study cites the following. 

Judgement 

Initiative 

Integrity 

Foresight 

Drive 

Human relations skill 

Decisiveness 

Dependability 

Fairness 

Ambition 

Dedication 

Objectivity 

Energy 

Emotional 
stability 

Co-operation 
Trait theory has been more or less discredited. 
(a) 
The premise that certain traits (or qualities) are absolutely necessary for effective leadership has 
never been substantiated. 
(b) 
The lists of traits proposed for leaders have been vast, varied and contradictory. 
(c) 
Trait theories ignore the complexities of the leadership situation, and not everybody with 
leadership 'traits' turns out to be a good leader.