The Great Man Theory And Early Leadership Development Models

Early leadership theories focused on the qualities that distinguished leaders and followers, while later theories considered situational factors, specific skills and interpersonal relationships (Rost, 2007). The Great Man Theory and other trait theories suggest that leaders are born, not made. “Leadership comes from an inherited set of qualities and traits that make some individuals, usually men, better suited for leadership” Northouse, (2007) p. 162). This study will be informed by several leadership development models because no one model can adequately capture the elements of leadership development. Leadership development models are sometimes defined as guides that propose specific training, mentoring, and situations that are employed

These theories base leadership on a system of rewards and punishments. Managerial theories are often used in business; when employees are successful, they are rewarded; when they fail, they are reprimanded or punished According to (Charry, 2012 ), the theory postulates that relationship theories, also known as transformational theories, focus upon the connections formed between leaders and followers (Lamb, 2013). Transformational leaders motivate and inspire people by helping group members see the importance and higher good of the task. These leaders are focused on the performance of group members, but also want each person to fulfill his or her potential. Leaders with this style often have high ethical and moral

Army leadership is more than hut, two, three, four, or mindless dictated leader-development programs. According to the Army’s leadership doctrinal manual, Field Manual (FM) 6-22, Army leadership is “the process of influencing people by providing purpose, direction, and motivation while operating to accomplish the mission and improve the organization”. The "be" of the model refers to the morals and qualities that shape character; as essential qualities, and the identity of the leader. The “know “refers to the knowledge that the leader should use in leadership, as well as knowledge about tactics, technical systems, organizations, management of resources, and the tendencies and needs of people. From an Army standpoint, leaders are not operational until they apply the skills and knowledge they possess, and, as with knowledge, leaders will learn more about leadership as they serve in different positions. The “do” refers to what a leader does or his or her actions that are directly related to the stimulus they have, the situation, and those around Them (“Be, Know, And Do”,