The volume of theory and research on leadership over many decades is a testament to its importance and the efforts of individuals to understand its effects on their world (Meindl, Ehrlich, & Dukerich, 1985) . Stogdill (1974) noted, “There are almost as many definitions of leadership as there are people who have attempted to define the concept” (p. 259). Lewin and Lippit's 1938 seminal research on small group performance compared autocratic versus democratic leadership, a study of the function of leadership during the days of command control of industry (Kaiser, McGinnis, & Overfield, 2012) . Researchers at Ohio State University compared initial structure and consideration in developing their two-factor paradigm of leader behavior. They took a more engaging and humanistic approach, according to (Kaiser et al., 2012). Finally, Burns (1978) and Bass (1985) introduced a new wave of leadership to the modern world by comparing transactional and transformational leadership styles. As seen, clearly, numerous definitions of leadership exist, but the fundamental assumption remains that leaders influence organizational performance by inspiring, supporting, and motivating followers through influence (Bass, 1985; Burns, 1978; Hersey & Blanchard, 1977; Kaiser et al., 2012). Leadership research contains trait theory, behavioral theory, power theory, situational influences on leadership, and much more. The perception of some of these leadership theories can be found in the following modern theories: Trait, Situational, and Transformational Leadership. Trait Theory Trait leadership theory states that leaders are born rather than created and that certain attributes of leaders are primarily the cause of their success (Northouse, 1997). Hersey and ...... middle of paper ...... or rules of an organization, but rather change or align the organization to fit their vision (Howell & Avolio, 1993). Transformational leadership theories contain the following five common leader characteristics: creative, interactive, visionary, empowering, and passionate (Hackman & Johnson, 2000). Kouzes and Posner (2002) listed five practices of exemplary leaders: modeling the way (interactive), inspiring a shared vision (visionary), challenging the process (creative), enabling others to act (empowering), and encouraging the heart (passionate ). (Rowland, 2008). Other researchers have paralleled these thoughts with the described characteristics of transformational leaders: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (Bass, 1985; Bass & Avolio, 1993; Howell & Avolio, 1993; Sivanathan & Fekken, 2002).