The Great Man theory posited that great leaders are born, not made. This theory attempted to identify the set of attributes that all born leaders have in common. There is indeed truth in the belief that some people inherently have more leadership gifts than others, but it is now clear that leadership is learned. This perception gave rise to the trait theory of leadership which examines what individual characteristics should be sought to lead effectively. The premise of this concept is that if you possess certain traits and attributes, people will follow you. The weakness of this theory is that it identified dozens of traits, but no single set emerged as ideal for all circumstances. The skills theory of leadership is closely related, as in trait theory it attempts to identify a key set of attributes, but in this case practical skills rather than the basic qualities of a leader. The principle of skills theory is that if you want people to follow you, you need technical, conceptual and persuasive skills as well as diplomacy, affability and visionary acuity to see the big picture and think strategically (Day, Fleenor, Atwater, et al, 2014). Then there is situational leadership theory which argues that there is no one size fits all model. Certain traits, skills and styles adapt better to one situation than another, so a leader must adapt. Transactional leadership and transformational leadership are two theories that can be considered together. Transactional leadership proposes that there is a reciprocity of behavior between the leader and follower and that people will follow based on the incentives in place. The leader's job is therefore to find the right combination of rewards and