Everyone thinks they know what leadership is. In this chapter, you’re introduced to the views and theories of the “experts.” To facilitate the teaching and learning processes these have been grouped into four common perspectives or schools as they are sometimes referred.

What typically happens is students mix up the theories and confuse them with perspectives. To avoid such confusion take a blank page and draw four columns and at the top of each one write the name of the perspectives. Then, write down the basic premise for each one. Why stop there? Let’s keep going, we’re on a roll. Write down the limitations for each one. Take note, I didn’t say write advantages and disadvantages, because perspectives aren’t like courses of action. After doing all that, do you notice that all the perspectives and the theories they contain fall short in some way? Bingo! Now you’ve got it. There is no universal “one size fits all” theory of leadership. That’s why there are so many. More importantly, when you understand this you can be sure that you’ve made a tremendous leap in your understanding of leadership. Stop looking for the “one true” leadership theory, because no matter what any so-called expert says there isn’t one. Take comfort in knowing all the perspectives in the chapter have something to offer.

Other than that, what specific parts do you need to look out for? Nearly all the perspectives and theories attach labels to describe various styles of leadership behaviours. There are quite a few of those, and they sometimes sound so similar it’s hard to remember which label/styles go with which perspective or theory. Would you know which perspective or theory the following leadership styles of behaviours go with: achievement-oriented leadership behaviour; task-oriented leadership; and delegating? Another common problem is mixing up managerial, transformational, and charismatic leadership. They may sound as if they are the same, but they are very different.