Leadership: Between Past and Present

The term “leadership,” while relatively new, has meanings and essence that have existed since the dawn of humanity. As human beings are social creatures who interact, debate, lead, and inspire, the concept of leadership has evolved over time. To understand the history of leadership, we will explore several pioneering theories in this field:

Great Man Theory:

This is one of the first theories that attempted to explain the phenomenon of administrative leadership and determine whether it is a science with specific rules and methodologies or a matter of creativity and competence. As noted by Jildah (2009), proponents of this theory believe that great men in society stand out due to their extraordinary abilities, inherent talents, and “hereditary” traits that make them leaders regardless of the situations they face.

Principles of this Theory:

· Leaders are born, not made. These leaders are distinguished by inherited traits, exceptional abilities, and extraordinary talents that are not found in others. This is one of the most important and primary principles (Sabah et al., 2013).

· Inherited traits and talents are rarely found among people, making great men rare throughout history. Despite their scarcity, they have managed to influence and change the course of history.

· This theory also rests on several assumptions: great men possess free will, have the ability to shape current and future historical paths, and excel in control aligned with their vision.

Trait Theory:

Trait theory is also known by other names. It is sometimes referred to as acquired leadership theory due to its focus on the ability to acquire leadership traits, and it is also called leadership qualifications theory, as these traits are considered qualifications for holding a leadership position.

Gordon Allport argues that the true trait is an individual trait found in individuals rather than in the group as a whole. Allport divided traits into three types: cardinal traits, which are dominant and define an individual’s identity; central traits, which are common and noticeable; and secondary traits, which appear in certain situations and are less prominent.

Principles of this Theory:

· There is a central principle: the ability to lead exists only if certain essential traits, whether inherited or acquired, are present. Once these traits are present in an individual, they become capable of leadership and success in it. Conversely, the absence of these traits leads to an inability to work, create, and succeed in leadership.

· Stogdill (1948) through numerous surveys on important leadership traits, found no cohesive set of traits that distinguish one leader from another in different situations. A person with leadership traits in one situation may not be a leader in another. He emphasized some key leadership traits such as intelligence, self-confidence, determination, integrity, and sociability.

· Sociologist Max Weber, on the other hand, identifies charisma as the most revolutionary trait that leaders should possess. He believes that charisma is the trait that produces a leader and enables them to perform their role effectively.

· American psychologist Rensis Likert identified four basic groups of leader traits: relationships with and support for employees, organizational activity and enthusiasm for it, technical skills and ability to select and train new employees, and finally, a good and empathetic personality.

· Based on the above, a leader is chosen solely based on their traits. They should possess decision-making ability, human relations with employees, firmness with flexibility, emotional balance, and the ability to motivate and influence.

Interactionist Theory

Fiedler is a prominent proponent of this theory. He made an attempt to identify situational factors that enhance leadership effectiveness, focusing on the necessity of trust between the leader and subordinates, the need for exchange of opinions and positions, and the nature of the group and the authority granted to the leader. This helps the leader create a balance between individual needs and group needs.

· People are complex; employees may have multiple motivations for taking actions, and these motivations can change over time. Their productivity and performance are also influenced by innate abilities, types of tasks, and experience.

· The work environment or system must be qualified for interaction, which enhances the exchange of information, materials, and energy.

· The demographic, social, and cultural characteristics of the group impact the leadership process.

· The relationship between the leader and subordinates is not one-way; it is a relationship of harmony, continuous communication, and message exchange.

· According to this theory, the conditions for successful leadership include the flexibility of group members and their acceptance of diverse viewpoints and respect for others’ opinions, as well as the general climate of the group — having a positive environment free from stress and anxiety that encourages work and productivity and increases feelings of satisfaction and belonging. Additionally, the ability to convert differences into ways to enhance interaction and achieve goals is crucial.

Functional Theory

The foundation of this theory is that leadership involves distributing administrative responsibilities and tasks such as planning and coordination, based on the study of the leader’s tasks and related standards.

The pioneer of this theory is John Adair. He believes that functional leadership means there are essential functions that must be achieved, which can be grouped into seven core functions:

· Defining the primary goal of the work, clarifying the vision, values, and system of the organization.

· Continuous planning and developing strategies to increase commitment and discipline.

· The ability to achieve goals concerning the company’s capabilities and resources.

· Building networks and establishing partnerships and alliances that benefit the work.

· Motivating others and encouraging them to invest their energy.

· The ability to develop other leaders for the present and future.

Principles of Functional Theory:

· Understanding how to distribute tasks and responsibilities in the workplace.

· Guiding subordinates, providing them with instructions and feedback.

· This theory is linked to scientific and technical knowledge in the work.

As conclusion, we can say that each theory came to fill the gaps of its predecessor. Thus, a leader may have hereditary traits or acquire them personally. They will analyse their society, understand its needs, and then create future development plans that meet its aspirations and reflect its capabilities.

In summary, a leader is one who knows himself well, evaluates himself wisely, understands the skills he masters and the competencies he is not an expert in, invests his potential in planning, clarifying vision, and addressing challenges. He turns problems into opportunities to better understand individual needs and appreciate available resources. An effective leader inspires subordinates, instills confidence, and enhances their sense of independence and responsibility, ensuring their performance in the leader’s absence is never less than in their presence. He delegates tasks based on each person’s position and skills, making each one a leader in their designated area. The true leader is one who, through them, other leaders are born.

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