Sanjeev Kumar

“You’ll also note a chronology to the theories, with later ones tending to supersede earlier ones. It is not, however, an exact timeline; bits and pieces of various theories still hold sway among current thinkers and some older ideas, such as trait theory, have resurfaced with renewed vigour in the light of modern science (genetic studies show that some traits associated with leaders, such as intelligence and extroversion, are highly heritable). One consequence of the chronological approach is that earlier leadership studies tend to focus on political and military figures, whereas the rise of corporate culture in the twentieth century shifts the focus of later theories to leadership in the workplace (which can be termed organisational, management or business psychology). In the corporate sphere, ‘leaders’ and ‘followers’ become ‘managers’ and ‘employees’ or ‘subordinates’.”
― Van Vugt, Mark, Naturally Selected: Why Some People Lead, Why Others Follow, and Why It Matters – The Science of Leadership and the Path to Greater Success

“despite social networking sites such as Facebook, the real-life social circle of the average person still numbers 150 or thereabouts (this includes spouses, children, relatives and friends).”
― Van Vugt, Mark, Naturally Selected: Why Some People Lead, Why Others Follow, and Why It Matters – The Science of Leadership and the Path to Greater Success

“The ‘why’ of leadership is very rarely addressed: despite the trillions of words on the different forms leadership can take, and whether people are born to lead or can be schooled for greatness, few have paused to ask why we bother with leaders at all. Why is it that almost every social grouping – from countries to companies, councils to cults – has a figurehead out in front?”
― Van Vugt, Mark, Naturally Selected: Why Some People Lead, Why Others Follow, and Why It Matters – The Science of Leadership and the Path to Greater Success

“The phenomenon seems too diverse, with too many variables (personality, family background, culture, education) to come together in one coherent picture of what makes an effective leader. There are so many flavours of figureheads: autocrats, tyrants, warlords, democrats and kings (and, rarely, queens). There are benevolent leaders and greedy leaders, reluctant leaders who have greatness thrust upon them and others who feel compelled to thrust their own, self-perceived greatness on others. We have charming leaders and Machiavellian leaders (often, the former turn out to be the latter, and it can be most disconcerting when the truth oozes out).”
― Van Vugt, Mark, Naturally Selected: Why Some People Lead, Why Others Follow, and Why It Matters – The Science of Leadership and the Path to Greater Success