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� Trait Approach (Stogdill, 1948; Mann, 1950; Stogdill, 1974; Lord, DeVader
and Alliger 1986; Kirkpatrick and Locke, 1991);
� Skills Approach (Katz, 1955; Mumford, Zaccaro, Harding, Jacobs, &
Fleishman, 2000)
� Style Approach (Stogdill, 1963; Blake and Mouton, 1964; with an important
meta-analysis by. Judge, Piccolo and Ilies, 2004);
� Contingency Theory and Situational Approach (Reddin, 1967; Fiedler, 1967;
Hersey and Blanchard, 1969);
� Path-Goal Theory (House, 1971; House and Mitchell, 1974; House, 1996):
� Leader-Member Exchange Theory (Dansereau, Graen and Haga, 1975; Graen
and Cashman, 1975; Graen, 1976; Graen and Uhl-Bien, 1995; Sparrowe and
Liden, 1997) and Liden and Maslyn, 1998);
� Transformational Leadership (Burns, 1978; House, 1976; Bass 1985, House
et al., 2004);
� Psychodynamic Approach (an important meta-analysis by Judge, Bono, Ilies
and Gerhardt, 2002; Kroeger and Theusen, 2002);
� “Behavioural” Theory, actually a Traits+Situational Contingency theory
(Stogdill, 1959, 1963, 1974; Misumi and Peterson, 1985);
� Sources of Guidance Employed by Managerial Leaders in Different
Nations, a theory of leader behaviour dimensions identifying the organisational
and extra-organisational influences on decision-making, with culture as a
contingency (Peterson and Smith, 2008)
� Global Leadership and Organisational Behaviour Effectiveness (GLOBE)
Project, Traits+Culture as a Contingency Theory (House, 2002; House, Hanges,
Javidan, Dorfman and Gupta, 2004; Chhokar et al., 2007)
These theories are interrelated as depicted in Figure 2.1. Understanding and integration
of all the theoretical approaches may someday lead to a General Theory of Leadership.
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