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Correlation between IQ and leadership emergence was found to be between .25 and .30. [100] However, groups generally prefer leaders that do not exceed in intelligence the prowess of average member by a wide margin, as they fear that high intelligence may be translated to differences in communication, trust, interests, and values [101]
The autocratic leadership style particularly emphasises the distinction between authoritarian leaders and their followers. These types of leaders make sure to create only a distinct professional relationship. [citation needed] They regard direct supervision as fundamental in maintaining a successful environment and followership.
Through social communication studies, it has been theorized that leadership and power are closely linked. It has been further presumed that different forms of power affect one's leadership and success. This idea is used often in organizational communication and throughout the workforce.
In reviewing the older leadership theories, Scouller highlighted certain limitations in relation to the development of a leader's skill and effectiveness: [3] Trait theory: As Stogdill (1948) [4] and Buchanan & Huczynski (1997) had previously pointed out, this approach has failed to develop a universally agreed list of leadership qualities and "successful leaders seem to defy classification ...
Charismatic authority grows out of the personal charm or the strength of an individual personality. [2] It was described by Weber in a lecture as "the authority of the extraordinary and personal gift of grace (charisma)"; he distinguished it from the other forms of authority by stating "Men do not obey him [the charismatic ruler] by virtue of tradition or statute, but because they believe in him."
Leadership can also be developed by strengthening the connection between, and alignment of, the efforts of individual leaders and the systems through which they influence organizational operations. This has led to a differentiation between leader development and leadership development. [citation needed] [7]
The principle of least interest suggests that if a difference exists in the intensity of positive feelings between partners, the partner who feels the most positive is at a power disadvantage. There's an inverse relationship between interest in a relationship and the degree of relational power.
Fiedler emphasized the strengths of consideration in the context of these two leadership styles in his 1993 publication on the contingency model. [9] Fiedler pointed out that a task oriented leader can be most considerate when things are certain, there are limited unknowns, and their influence and power are high. [10]