Over 4,000 leadership studies have been undertaken over the last century, with hundreds of leadership models and theories presented (Stogdill, 1974). Despite the fact that we have access to an enormous amount of leadership theory and research, there are few practical instructions. Nonetheless, interest in leadership—and the characteristics that distinguish a successful leader from one who fails—remains unabated (Luthans and Thompson, 1981).The focus of this report is to share my experiences during the leadership challenge course at the University of Aberdeen. In so doing, I will be using leadership theory and concepts in analysing and evaluating the leadership case that I am presenting. Thinking concerning leadership has moved through three distinct periods or phases: The Trait phase, The Behavioural Phase, and The Situational Phase. These leadership theories can be characterized as transactional leadership approaches. Current thinking on leadership is on transformational leadership, authentic leadership and value-based leadership.Leadership is about influence (Northouse, 2019). Influence is the ability to get someone to do something they otherwise would not do. One cannot be a leader without followers. In other words a leader is someone who attracts followers and retains followers irrespective of traits. Follower roles include graceful following where both are engaged and pay attention to one another; weak following where the follower is passive; self-serving following where the follower shows off being more interested in him/herself; fighting against the leader, and does not respect the vision of the leader; and a strong follower (chaleff, 2010).Burns (1978) distinguished between two types of leadership: transactional leadership and transformational leadership. Transactional Leadership focus on the interactions that occur between leaders and their followers. Contingent remuneration, management by exception (active and passive), and laissez-faire are all transactional leadership aspects.Transformational leadership is a process in which a person interacts with others and establishes a bond that increases both the leader's and the follower's motivation and morals. This type of leader is aware of the needs and motivations of his or her followers and strives to help them achieve their greatest potential. The four characteristics of transformational leadership are idealized influence, inspirational motivation, intellectual stimulation and individualized consideration. Transformational leaders are able to raise followers levels of consciousness to make them see the value and importance of organization goals (Bass, 1985 p.20). The successful transformative leaders require transactional abilities in order to effectively manage the day-to-day events that underpin the larger objective (Bartol & Martin, 1998). Groups show signs of maturation going through various stages of development proceeding through distinct stages of forming, storming, norming, performing and adjourning with the forming stage characterised by a great deal of uncertainty about the team's purpose, structure and leadership (Maples, 1988; Tuckman, 1965; Tuckman and Jensen, 1977). The degree to which members are attracted to a group, motivated to stay in the group, and mutually influenced by one another has been defined as group cohesiveness (Bartol & Martin, 1998)
