The Great Man theory postulated that great leaders are born and not made. This theory attempted to identify the set of attributes that all natural born leaders have in common. It is indeed true to believe that some people inherently have more leadership skills than others, however, it has now become clear that leadership can actually be learned. This perception gave rise to the trait theory of leadership which examines which individual characteristics should be pursued 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. Closely related is leadership skills theory, as in trait theory it attempts to identify a key set of attributes but in this case practical skills rather than core qualities of a leader. The premise of competency theory is that if you want people to follow you, you need technical, conceptual, and persuasive skills along with diplomacy, affability, and visionary acuity to see the big picture and think strategically (Day, Fleenor, Atwater, et.al, 2014). Next, there is situational leadership theory which argues that there is no one-size-fits-all model. Some traits, skills and styles are better suited 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 leaders and followers and that people will follow based on the incentives in place. Therefore, the leader's task is to find the right combination of rewards and