But the most learnt method is democratic, in recent times, as there has been a need for effective teams, which cannot be achieved while the work force is unhappy. Democratic style leadership is the most likely type of leadership that would keep the work force happy as well as produce the desired organisational achievements. If a manager or leader were to have a tendency for democratic leadership as was their training, the must not be a point where the work force undermine the leader's authority, so there must be a compromise of the traits.
One of the most important theories that supports the statement, "Leadership is a skill that anyone can learn and successfully apply. " is the theory of grid training, Blake & Mouton (1969) where there are two axes, one for "concern for the people " and the other axis is for "concern for the task ". This is where the management style of the leader is measured by him, or her, answering a questionnaire, which is scored on a rating of 1 to 9 for each answer (that is also what is on the axis). Obviously, the ideal type of leadership style would be high concern for the product (9) and high concern for the people (9). The thought that a person can be born with certain traits that predispose what type of leader you are to be, or if you are to be one at all, really does not seem appropriate, because, as always, it depends on the context of the situation. For example, is it possible to be born with a trait that can edge you towards task management, purely concerned with getting the job done? It does tend to be a trait born out of certain environments and can be learned.
Trait theories are the most argued about theories in this area of business and organisational management. It is mainly due to fact that the authors of those theories are biased by what they're own vision of a leader is. It is almost impossible to define characteristics that all leaders must have, as different leaders are better or worse in different context.
