Leadership is a topic that has stimulated a diverse accumulation of assertions and theories down through the decades from theorist across the disciplines. Along with the dissimilar theories on the process of leadership, the definition has transformed into a work in progress with a revolving and evolving definition based on a particular disciplines’ viewpoint. In spite of the differences in wording and focus, the commonalities in definitions assume leadership process is a deliberate power exerted from an individual over another which results in a relationship formation, in which an individual directs forward movement within a group or organization (Yukl, 2008). From another perspective, Wren (1995) asserted, leadership is not a position within a group or organization, a title bestowed on an individual, or measures taken by an individual but an ongoing reciprocal interaction between leaders and followers in an combined effort to accomplish goals (Wren, 1995). Even though, consensus exists on the concept, the differences lie within the description of how the process of leadership effectiveness is measured. In addition, differences exist in the distribution of power and influence within the group, role of the leader, and the status of the follower. Further differences can be found in the dynamics of the leader-follower relationship and the determinant of success within the process of leadership. The contents of this paper contain a brief description of five leadership theories namely, Power and Influence Approach, Empowerment Theory, Situational Approach, Charismatic Approach, and Transformational Approach. Additionally, provide insight into how an amalgamated approach of the aforementioned theories would be appropriate for a for-profit organization. Lastly, included in this paper is a diagram that will illustrate the similarities among constructs.
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