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 Great Man theory (that leaders are born not made, the concept closest to our idea of some people, such as Rick Rescorla, having the ‘right stuff’); trait theory (a derivative of Great Man theory, which posits that leaders are distinguished by the traits or attributes they display, such as integrity and trustworthiness); psychoanalytic theory (Freud’s idea that all social groups are representations of the family); charismatic leadership (in which a figure attracts followers purely on the basis of personality); behavioural theory (that effective leadership results from certain behaviours); situational theory (that the way leadership is executed depends on the situation); contingency theory (an expansion of situational theory, which, in addition to situation, takes account of variables such as the kind of task for which leadership is required and how much power the leader has); transactional versus transformational leadership theory (which contrasts a fairly conventional style of leadership with a more visionary, inspirational style); distributed leadership theory (which eschews a strict hierarchy for a more fluid model, in which leadership roles are shared naturally rather than being formally assigned); and servant leadership theory, in which leadership is carried out purely for the benefit of the group, often at cost to the leader himself.”
― 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

“Once you give your attention to the title Don’t Think of an Elephant, no matter how hard you try you cannot not think of an elephant. It is the same way with stories.”
― Annette Simmons, Whoever Tells the Best Story Wins: How to Use Your Own Stories to Communicate with Power and Impact