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领导理论探讨领导者如何影响人类或员工履行组织的使命和愿景。传统上，交易型领导在整个工业革命中占主导地位。虽然随着时间的推移，领导理论反映了准交易理论的六西格玛，全面质量管理和改善。这些理论根据生产成果与员工的合作精神，提高每项任务的认识，以促进或否定公司的利益。
相关领导风格的领导者显示组织的绩效和成功。一个组织的领导者必须用适合当前形势的领导风格来预测和适应变化。对于一个组织来说，在不断变化的环境中成长并取得成功，领导者必须明确愿景、目标和目标，做出正确的商业决策，使组织获得成功。在领导组织的成功，“有效的领导者培养一个开放的环境，鼓励和合作的价值”。
内部和外部的合作伙伴关系，提高组织的知识和达到市场，并提供更高的专业知识和经验比如果一个更封闭的立场观点保持。有效的领导者也借鉴不同的领导风格的行为，将提供最好的方法或决定的基础上的情况和环境的组成部分。随后的部分讨论了三个行为理论的领导，其中包括变革型领导，交易型领导，和仆人领导。

Leadership theories explore how leaders can influence humankind or employees to fulfil mission and vision of organizations. Traditionally, transactional leadership has prevailed throughout the industrial revolution with pay for work process. Although as time passes, leadership theories developed mirror those of quasi-transactional theories of Six Sigma, Total Quality Management, and Kaizen. These theories based on outcomes of production with the spirit of collaboration from employees to increase awareness of each task to promote or negate benefits to the company.

Ruggieri (2009) related the leadership style displayed by the leader to the organization's performance and success. Leaders of an organization must anticipate and adapt to change by using the leadership style that fits the current situation. For an organization to grow and be successful in a changing environment, leaders must articulate vision, goals, and objectives and make sound business decisions that will lead the organization to success. In leading organizations to success, Kanter (2000) stated, 'effective leaders cultivate an environment where openness is encouraged and where collaboration is valued' (p. 32).

Partnerships both inside and outside the organization enhance the organization's knowledge and reach into the market, and provide greater expertise and experience than if a more closed position perspective were maintained (Kanter, 2000). Effective leaders also draw on the components of different leadership styles behaviors that will provide the best approach or decision based on the situation and environment at hand (Spears, 2004). The succeeding sections discuss three behavioral theories of leadership, which include transformational leadership, transactional leadership, and servant leadership.

Transformational Leadership Theory
Transformational leadership theory is based on the ability of the leader to provide an atmosphere, which engages their employees and hinged on the concept of spirit, via connectedness. Transformational leadership is the ability to motivate and to encourage intellectual stimulation through inspiration (Avolio, Zhu, Koh, & Bhatia, 2004; Dvir, Eden, Avolio, & Shamir, 2002). McColl-Kennedy and Anderson (2005) further defined transformational leadership style as 'guidance through individualized consideration, intellectual stimulation, inspirational motivation, and idealized influence' (p. 116).

Transformational leadership brings with it a degree of charisma and motivation (Avolio & Yammarino, 2002). Transformational leaders can influence and inspire others to succeed and grow. Transformational leaders model the behavior they expect of their employees through transparent information sharing, enthusiasm, and optimism. The leader creative in creating solutions and encourages the employee to do the same. Transformational leaders are risk-takers and encourage others to take risks, too. These leaders encourage growth through advanced e