Perceptions of leadership vary in terms of the emphasis on the leader abilities, personal traits, influential relationship, cognitive versus collective interest. Also, they vary in whether they are normative or descriptive in nature as well as their relative emphasis on behavioural styles (den Hartog & Koopman, 1999). Due to this, various leadership theories have emerged leading to different approaches of studying leadership, namely, Great man, trait, behavioural and relationships. These different theories expose a dire need for the recipe of an effective leadership.
2.4.1 Great Man Approach
The origins of leadership study lie in the 17th century and aimed at distinguishing leaders from followers. During this era, the business environment was not too complex as organisations were small and managed by one individual and thus the predominant view of leadership was based on the individual, control and centralization of power. The Great Man approach holds that there is one best way to lead and
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Nonetheless, the limitations and flaws of the trait approach does not nullify the work done and this is seen from Stodgill’s review of several studies, Kouzes and Posner (2002) as well as Zaccaro (2007), wherein it is established that there are universal characteristics associated with effective leadership such as: Vigor and persistence on pursuit of goals, self-confidence, tolerance for uncertainty and frustration, drive, desire to lead, forward-looking, honesty and integrity, self-confidence, cognitive ability and knowledge of the business, high-energy levels and stress tolerance, internal locus of control orientation, emotional maturity, social power, moderate achievement motivation, and a low need to