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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 ...
Barnlund's model of interpersonal communication involves two people who decode some of the cues available to them (orange arrows) and respond by encoding verbal and non-verbal behavioral responses (yellow arrows). Interpersonal communication is the paradigmatic form of communication. It happens when two or more people interact with each other.
Leader development is described as one aspect of the broader process of leadership development (McCauley et al., 2010). Leadership development is defined as the expansion of a group's capacity to produce direction, alignment, and commitment (McCauley et al.), in contrast to leader development which is the expansion of a one's ability to be effective in leadership roles and processes.
Self-authorship spans over three dimensions: cognitive, intrapersonal, and interpersonal. It is based on theory involving adult learning and gaining of knowledge with the product of self-authorship including learning and growth. The concept of the "object" and the concept of the "self" make up self-authorship. One is not born with self-authorship.
The theory is based on the belief that when people get together in a group, there are three main interpersonal needs they are looking to obtain – affection/openness, control and inclusion. Schutz developed a measuring instrument that contains six scales of nine-item questions, and this became version B (for "Behavior").
Intrapersonal communication can happen alone or in social situations. It may be prompted internally or occur as a response to changes in the environment. Intrapersonal communication encompasses a great variety of phenomena. A central type happens purely internally as an exchange within one's mind. Some researchers see this as the only form.
Helen Spencer-Oatey and her colleagues [9] have applied the same principles to leadership. They call the interpersonal circumplex the Interaction Compass, arguing that it is helpful for guiding leadership behaviour in contexts of global diversity, where versatility and flexing are crucial for maintaining positive relationships with subordinates.
In addition to situational leadership theory, there has been growing support for other leadership theories such as transformational, transactional, charismatic, and authentic leadership theories. These theories have gained popularity because they are more normative than the trait and behavioral leadership theories. [46]