CHAPTER 3

Review of Related Literature

This chapter presents the insights, ideas, literatures, studies and opinions of authors

from articles, books, and magazines to substantiate the findings of the present.

Nelson (2015) combine traditional theory with cutting-edge leadership topics in concise

presentation packed with real-word examples. The text put students in the leadership role,

engaging them in applying the concepts and providing a step-by-step behaviors models for

effectively handling leadership functions.

Brown (1997) analyzed the definitions of leadership by decade between 1900 to

1990.He noticed that during the period 1900-1930 ,leadership literature emphasized leader

control and centralization of power .Further ,the center of attention in defining leadership

shifted from leaders personalities in the 1930s to groups and functions of collective efforts in

the 1940s.Another shift occurred in the 1950s when the focus on the leadership studies was

on visioning and goal sharing .Influencing others became the center of leadership studies in

the 1960s , in the conjunction with the popularization of the behavioral movement. In the

1970s, scholars examined the relationships and interactions between leaders and followers. A

final shift in the 1980s moved scholars to explore transformational and transactional

leadership ideas.

The trait approach was of the first systematic efforts to find out what make some

people great leaders. Representatives of the trait approach was engage in answering questions

about the universal trait of famous leaders. Despite the fact that this approach was the earliest

approach to leadership, interest in the trait approach never ended. As Northouse (1997)

noted, the trait approach is alive and well in the 1990s.ased on the studies of leadership traits
and characteristic conducted by various researchers (Lord, Philip & Rush, 1980; Mann,

1959)

Graen & Uhl-ien (1995) focused on developing high quality leader-member exchanges

termed “leadership making” .According to Grain & Uhl-Bien’s leadership making model

development of a high quality relationship between leader and subordinate goes through three

stages. The first is strange phase, when the dyadic relationship relies primarily on a contract

and the roles described in the job descriptions. The second is the acquaintance phase when

both leader and subordinate have social exchanges involving new ways of exchanging

personal and job information’s.