development of leadership theories

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Research limitations/implications
– Being a theory-based exploration, the paper does not provide empirical examples of how this theory might be applied in practice.
Originality/value
– The paper provides an example of a dynamic theory, introduces the concept of Theta and Lambda worldviews and provides a better definition of leadership strategy and tactics.
Article type
– Conceptual paper
Key words
- Dynamic theory, leadership, leadership development, Theta worldview, Lambda worldview, worldview
Introduction
Scholars tend to hold two mutually exclusive views about leadership: one school of thought holds that leaders are born (Grint, 2000, Nietzsche, 1969) and that the qualities they embody are subconscious (Lowen, 1975) whilst the other posits that humans need to work hard to develop these qualities before they can emerge as leaders (Henrikson, 2006; Kakabadse and
Kakabadse, 1999; Kakabadse and Myers, 1996).
The ‘great man’ theory (Carlyle, 1841/2007; James, 1880) exemplifies the former view and is interested in the personality traits which leaders intrinsically possess (Kakabadse and
Kakabadse, 1999). This approach assumes that a ‘great man’ naturally holds the essential skills which allow him to perform as a leader. By identifying these essential traits, others can emulate them through simulated versions of leadership (Kenny and Zaccaro, 1983; Lawler,
2005; Stogdill, 1948; Stogdill, 1982). When applying this approach, scholars analyse specific tasks or problems and provide leadership typologies for addressing them (Mullins, 2003;
Hersey and Blanchard, 1993; Bass and Avolo, 1990). Many scholars have explored the
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behaviour of leaders, the impact of context or ‘situation’ on leadership (Yukl, 2006), the function of leadership (Shamir, 1995), as well as ‘contingency’ and dynamic processes
(Baker, 2007; Fiedler, 1967). Both the behavioural perspective as well as the economic
model

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