Lakhasly

Leadership literature reveals that theories have been refined and modified with passage of time and none of the theory is completely irrelevant.It means that situations, contexts, culture, working environment, new laws and regulations, information overload, organizational complexities and psycho-socio developments remarkably impact the leadership concept thereby, making it commensurate to the changing organizational dynamics (Amabile, Schatzel, Moneta & Kramer, 2004).The type of leadership applied in functions entailing very high degree of precision, confidence level, sensitivity, care and technical expertise may be different than in simple management-oriented portfolios, as one that does not fit all heads (Dess, & Picken, 2000).The great men became irrelevant and consequently growth of the organizations.As mentioned earlier, relevance depends on the context in that it is applied.B .Trait Theory .Jenkins identified two traits; emergent traits (those which are heavily dependent upon heredity) as height, intelligence, attractiveness, and self-confidence and effectiveness traits (based on experience or learning), including charisma, as fundamental component of leadership (Ekvall & Arvonen, 1991).The early theorists opined that born leaders were endowed with certain physical traits and personality characteristics which distinguished them from non-leaders.Trait theories ignored the assumptions about whether leadership traits were genetic or acquired.4.

Leadership literature reveals that theories have been refined and modified with passage of time and none of the theory is completely irrelevant.It means that situations, contexts, culture, working environment, new laws and regulations, information overload, organizational complexities and psycho-socio developments remarkably impact the leadership concept thereby, making it commensurate to the changing organizational dynamics (Amabile, Schatzel, Moneta & Kramer, 2004).The type of leadership applied in functions entailing very high degree of precision, confidence level, sensitivity, care and technical expertise may be different than in simple management-oriented portfolios, as one that does not fit all heads (Dess, & Picken, 2000).The great men became irrelevant and consequently growth of the organizations.As mentioned earlier, relevance depends on the context in that it is applied.

Literature review
Leadership Theories
A. Great-Man Theory
The effort toward explorations for common traits of leadership is protracted over centuries as most cultures need heroes to define their successes and to justify their failures.In 1847, Thomas Carlyle stated in the best interests of the heroes that "universal history, the history of what man has accomplished in this world, is at the bottom of the history of the great men who have worked here". Carlyle claimed in his "great man theory" that leaders are born and that only those men who are endowed with heroic potentials could ever become the leaders.An American philosopher, Sidney Hook, further expanded Carlyle perspective highlighting the impact which could be made by the eventful man vs. the event-making man (Dobbins & Platz, (1986).He proposed that the eventful man remained complex in a historic situation, but did not really determine its course.He opined that great men were born, not made.

B .Trait Theory
.Jenkins identified two traits; emergent traits (those which are heavily dependent upon heredity) as height, intelligence, attractiveness, and self-confidence and effectiveness traits (based on experience or learning), including charisma, as fundamental component of leadership (Ekvall & Arvonen, 1991).
The early theorists opined that born leaders were endowed with certain physical traits and personality characteristics which distinguished them from non-leaders.Trait theories ignored the assumptions about whether leadership traits were genetic or acquired.

4. CONCLUSION
   Advocates of transformational leadership have confidence in that the arrangements of the past should not be the guide for the future.This initial focus on intellectual, physical and personality traits that distinguished non-leaders from leaders portended a research that maintained that only minor variances exist between followers and leaders.The transformational leaders focus their energies on vision, long term goals, aligning and changing systems and developing and training others, Bass purports that such leaders show transactional behaviors as well.However, subsequent events unfolded that this concept of
   leadership was morally flawed, as was the case with Hitler, Napoleon, and the like, thereby challenging the credibility of the Great Man theory.They believe that successful transformational leaders create clear and compelling visions for the future.