ABSTRACT
The field of global leadership has burgeoned since its inception in the late 1980s and early 1990s. The empirical findings within the leadership field are complex, paradoxical, intriguing, and at times, problematic. Scholars realized that while traits play a role in leadership, other variables are also at play that likely influence the enactment of effective leadership. The decades of the 1960s and 1970s saw an increase in scholars who were interested in how the situation influenced leadership effectiveness. This was in partial reaction to the results of the trait and behavioral approaches that revealed that the situation or context likely has an influence on effective leadership in addition to trait and behavioral tendencies. Traditionally social scientists have measured leader effectiveness using a wide variety of outcome variables, some of which are: net profits, profit margin, sales increases, market share, return on investment, return on assets, productivity, attitudes of followers, commitment, absenteeism, voluntary turnover, grievances, complaints, and job transfer requests.
