Since the beginning of the Industrial Revolution, a number of theories about leadership development have evolved. Aristotle's belief that only a few people are born with the traits necessary to be great leaders. The assumption that leaders are born with a few innate abilities has been discredited, and the premise that certain leader traits are absolutely necessary for effective leadership has never been substantiated in several decades of trait research. Today there is a more balanced viewpoint about leadership traits. It is now recognized that certain traits increase the likelihood that a leader will be effective, but they do not guarantee effectiveness.
Different traits take on greater or less importance depending on the leadership situation.
The charismatic theory proposes that a leader inspires others by getting an emotional commitment from them and by arousing strong feelings of loyalty and enthusiasm. 7 Situational leadership theory suggests that the traits required of a leader differ according to varying situations. Depending on the organizational structure, the task to be done, the stage of the organization's development, and the experience of other staff, a person may be a leader in one situation and a follower in others. Job maturity refers to both the ability and willingness of workers to perform job roles. With increased job maturity within a group, less structure and emotional support is needed from the leader.