Running head: THE BEST LEADER 1 THE BEST LEADER 7 The best leader Name: Rodney Wheeler Institution: Rasmussen College Course: B492/MAN4143 Section 03 Contemporary Leadership Challenges Date: 01/21/17 The best leader THEORIES DISTINCTIVE TRAITS Great Man Theory This theory makes an assumption that leadership is intrinsic in that great leaders are born but not made. This theory was popularized by Thomas Carlyle, a writer and a teacher. He believed that great leaders are those who are destined by birth to become a leader and furthermore, he believed that great leaders will rise when confronted with the appropriate situation. (Grinin, 2010) Trait Theory Trait leadership is defined as integrated patterns of personal characteristics that reflect a range of individual differences and foster consistent leader effectiveness across a variety of group and organizational situations (Zaccaro, Kerop, & Bader, 2004). The theory makes an assumption that people are born with inherited traits. In addition, it assumes that some traits are particularly suited to leadership. Furthermore, people who make good leaders have the right (or sufficient) combination of traits. Behavioral theory This theory assumes that leaders can be made rather than to be born. It also assumes that successful leadership is based on definable, learnable behavior. Behavioral theory is easy to develop as you simply assess both leadership success and the actions of leaders. Contingency theory The theory assumes that the leaders ability to lead is contingent upon various situational factors, including the leaders preferred style, the capabilities and behaviors of followers and also various other situational factors. Transactional leadership Transactional leadership is based in contingency, In that reward or punishment is contingent upon performance. The theory assumes that people are motivated by reward and punishment. Moreover, it assumes that social systems work best with clear chain of command. It also assumes that when people have agreed to do a job, a part of the deal is that they cede all authority to their manager. In addition, it assumes that the prime purpose of a subordinate is to do what their manager tells them to do. Transformational leadership The theory assumes that people will follow a person who inspires them. It also assumes that a person with vision and passion can achieve great things. In addition, it assumes that the way to get things done is by injecting enthusiasm and energy. The essence of transformational leadership is that leaders transform their followers through their inspirational nature and charismatic personalities. Arguments for and against leadership theory as an effective approach. Theory Arguments that support Argument ...

1. Running head: THE BEST LEADER
1
THE BEST LEADER
7
The best leader
Name: Rodney Wheeler
Institution: Rasmussen College
Course: B492/MAN4143 Section 03 Contemporary Leadership
Challenges
Date: 01/21/17
The best leader

2. THEORIES
DISTINCTIVE TRAITS
Great Man Theory
This theory makes an assumption that leadership is intrinsic in
that great leaders are born but not made. This theory was
popularized by Thomas Carlyle, a writer and a teacher. He
believed that great leaders are those who are destined by birth
to become a leader and furthermore, he believed that great
leaders will rise when confronted with the appropriate situation.
(Grinin, 2010)
Trait Theory
Trait leadership is defined as integrated patterns of personal
characteristics that reflect a range of individual differences and
foster consistent leader effectiveness across a variety of group
and organizational situations (Zaccaro, Kerop, & Bader, 2004).
The theory makes an assumption that people are born with
inherited traits. In addition, it assumes that some traits are
particularly suited to leadership. Furthermore, people who make
good leaders have the right (or sufficient) combination of traits.
Behavioral theory
This theory assumes that leaders can be made rather than to be
born. It also assumes that successful leadership is based on
definable, learnable behavior. Behavioral theory is easy to
develop as you simply assess both leadership success and the
actions of leaders.
Contingency theory
The theory assumes that the leaders ability to lead is contingent
upon various situational factors, including the leaders preferred
style, the capabilities and behaviors of followers and also
various other situational factors.
Transactional leadership
Transactional leadership is based in contingency, In that reward
or punishment is contingent upon performance. The theory
assumes that people are motivated by reward and punishment.
Moreover, it assumes that social systems work best with clear

3. chain of command. It also assumes that when people have
agreed to do a job, a part of the deal is that they cede all
authority to their manager. In addition, it assumes that the
prime purpose of a subordinate is to do what their manager tells
them to do.
Transformational leadership
The theory assumes that people will follow a person who
inspires them. It also assumes that a person with vision and
passion can achieve great things. In addition, it assumes that the
way to get things done is by injecting enthusiasm and energy.
The essence of transformational leadership is that leaders
transform their followers through their inspirational nature and
charismatic personalities.
Arguments for and against leadership theory as an effective
approach.
Theory
Arguments that support
Arguments that are against
Great man theory
William James argued the importance of Great man to the
surrounding environment.
Herbert Spencer argued that attributing historical events to the
decisions of individuals was a hopelessly primitive, childish ad
unscientific.
Trait Theory:
Provide a strong correlation for aggregate behaviors.
Traits do a poor job of predicting behavior in every situation.
They require personal observation of one’s own behavior.
It only provides information on how an individual should
behave but does not explain.
Behavioral theory
Support the fact that leadership traits can be learned though
development and experience.
Just because people learn through behavior and experience does

4. not mean they can practice it.
Lack of knowledge on how to use it in various cultural contexts.
Contingency theory
Grounded in empirical research
Emphasize the importance of a leader’s style and demands of
different situations.
Difficult empirical testing
Reactive ad not proactive
Transactional leadership
It is easily achievable
Composed of a structure that is clear and precise.
Has undependable rules and policies
It does not encourage creativity
Transformational leadership
It is positively associated with employee outcome
Richard Branson
Leadership theories that best explain Richard Branson
Richard Branson the best leader I have ever interacted
with. Some of the theories that best define him as a leader
include: Great Man theory. This theory best explain him in that
he was born a leader. Despite being born dyslexic and his
difficulties in school, at the age of thirteen he tried to plant
Christmas tree ad at fifteen years, he launched the magazine
Student which made huge sales.
From day one he had traits to become a great leader. Trait
theory is best define him since his traits showed itself from his
young age of success starting with Student magazine to a record
business to airline and may other businesses.
I addition, transformation leadership defines Branson’s. He
had the enthusiasm and energy to be successful. His hard work
and vision transformed the people he worked with him. He took
to his hands the work to advertise his airline (Virgin Atlantic)
taking a big risk through advertisement using air balloon. He
also made risks to expand his business despite people working

5. close to him seeing it as impossible.
Ideal leadership Skills
Branson exhibited great leadership skills that grew his
business empire. He inspires and motivates others. Despite
being born dyslexic and childhood difficulties he inspires
people that you can be great no matter the circumstance.
Despite British Airways tarnishing his airline brand, he worked
hard to ensure that his airline was back in business through
advertisement using air balloon and also seeking more funds by
selling his recording studio.
He also was creative which is evident with the many
businesses he created. He worked hard creating one business to
another and expanding his already existing businesses. In
addition he had a positive attitude. It is with this that he was
able to create many businesses and also working hard to
overcome his business challenges. Despite being charged for tax
evasion at a younger age he came out strong by ensuring that
such a thing never happens. Also despite the marketing
challenges he took it in his hands to market his brad.
He also holds a good intuition. He is able to lead a big
team, partner with other people to ensure that his business
grows.
Theory that best guide me to leadership
Behavioral theory will best guide me to being a good
leader. I believe that with this I will be able to learn from
others. I will be able to assess the leadership skills ad
approaches that made the most successful leaders to reach the
great heights they are at. I addition to this I will be able to learn
from their failures and how they worked hard to get out of this
failures to the success they now possess. It will also help me
know the best approach as a leader.
Reference

6. BRASON, Sir Richard (Charles icholas) Who’s who. 2014
(online Oxford University Press ed.)
A & C Black, an imprint of Bloomsbury Publishing plc.
Drue, D. S., Nahrgang, J. D., Wellman, N., & Humphrey, S. E.
(2011). Trait and behavioral
Theories of leadership: Integration and: meta-analytic test of
their relative validity. Personnel Psychologie.
Grinin, Leoard 2010. The Role of an Individual in History. A
Reconsideration. Social Evaluation
and History, Vol. 9 No. 2 (pp. 95-136).
Jeong, Chun Hai @Ibrahim, & Nor Fadzlina, Nawi. (2012).
Principles of Public Administration:
Malaysian Perspectives. Kuala Lumber: Pearson Publishers.
Running head: BECOMING A LEADER
1
BECOMING A LEADER
5
Leadership Exploration Project - How do I Become the Leader I
Want/Need to be
Name: Rodney Wheeler
Institution: Rasmussen College
Course: B492/MAN4143 Section 03 Contemporary Leadership
Date: 01/14/17

7. Becoming a Leader
Leadership can be defined as the art of getting something done
by others because they want to do it. It is also the act of
influencing others to do something in a desirable manner.
Leaders engage in setting direction, building visions that are
inspiring and creating new things. (McCall Morgan W., 2000)
Leaders also build their followers for the good of the intended
goals. As a leader, there are various expectations that I should
be able to portray. The characteristics of a leader are very
critical, and it determines several aspects of both the
organization and the followers in general. Honesty and integrity
are my greatest virtue. As a leader honesty and integrity is very
crucial and will greatly assist in influencing my followers
towards achieving desired goals.
As a leader, I am expected to be creative and innovative,
analyze issues and solve problems, exhibit professional and
technical skills and also practice self-development. Results are
crucial to any given leader. In this aspect, I will take initiatives,
focus on results and establish goals that are realistic and
achievable. Communication skills are also key. I will motivate
and inspire my followers, advocate for collaboration and
teamwork, build solid relationships and also communicate
broadly and powerfully. As a leader, I will be expected to
connect my group to explore the outside world, champion for a
change and also develop relevant strategic perspectives.
A leader has to possess various skills, traits, and behaviors to
impact the organization positively. Functional expertise and
knowledge are very vital to a leader. This will help them build
and impact knowledge to employees on various aspects such as
hiring rules, labor laws, compensation issues and other areas
that employees have little knowledge about. This will assist
employees gain more knowledge on the operational basis of
organizations and enhance smooth running of the organization.
(Kirkpatrick, 2002)

8. Enhancing positive relationships is also a critical skill for
leaders to possess. For the organization to be successful, the
leader and in this case the human resource manager has to be
concerned about employees. The mutual benefit can only be
realized when the needs of employees are catered for
effectively. Collective inclusion and labor relation can act as
one of the best ways of building a positive relationship.
(Avolio, 2009) Communication skills are very crucial in a
leader. Clear and effective messages from the leader can help
boost the morale of employees, increase their productivity at
work and even result in saving a lot of money for the
organization. Ways of communication such as good writing
skills lead to an understanding of the procedures and policies of
the organization, and this enhances organizational effectiveness.
Ethical and value-based behavior is also critical to leaders.
Leading as an example and as a role model will influence the
employees to achieve more in the organization. Leaders also
have to learn continuously so as to impact more knowledge in
employees and formulate strategies aimed at achieving goals.
Thinking strategically and acting accordingly is also important
because it helps avoid several mistakes that may affect both
employees and the organization. Furthermore, important traits
such as confidence and integrity will act as important elements
of employee motivation. This will eventually result to
achievement of desired goals.
As a leader, I view myself contributing in several ways. I will
build strong relationships that cater for employee’s needs,
portray a high level of confidence and integrity, learn more for
the essence of impacting knowledge to employees, uphold
desirable ethical values and communicate effectively in matters
pertaining to the organization. All these characteristics, traits,
and strategies will enhance mutual benefits and the success of
both employees and the organization.
Reference
McCall Morgan W., J. (2000). Leadership and Performance

9. beyond Expectations. Human Resource Management, 25(3),
481. Retrieved from
http://libezproxy.must.edu.mo/login?url=http://search.ebscohost
.com/login.aspx?direct=true&db=edb&AN=7175006&site=eds-
live
Kirkpatrick, S. A., & Locke, E. A. (2002). Leadership: do traits
matter? Academy of Management Executive, 5(2), 48-60.
Retrieved from
http://www.jstor.org/stable/4165007nhttp://connection.ebscoho
st.com/an/4274679
Avolio, B. J., Walumbwa, F. O., & Weber, T. J. (2009).
Leadership: current theories, research, and future
directions. Annual review of psychology, 60, 421-449.