The trait-based leadership theory focuses on the traits of the leader. This theory says that people are born with certain traits that are necessary in a leader. These traits differ from person to person and make a person suitable for different positions in different situations. Some major leadership traits include intelligence, self-confidence, determination, integrity, and sociability. This theory involves seeking out the best person for a leadership position based on his or her traits. Personality and strengths tests are crucial to this theory’s success as it is through these tests that candidates for leadership are assessed and chosen. This theory has been criticized because it presents the argument that leaders are born and cannot be made. This theory tells us that certain people are born for certain positions based upon their traits. The behavioral theory of leadership was first researched in response to these criticisms of the trait-based theory. The behavioral theory looks at leadership as a set of behaviors. Behaviors, as opposed to traits, can be learned. This theory says that leaders are made rather than born. A person can learn to be a leader by studying the behaviors of previous leaders, both successful and not, and assessing what behavioral patterns worked best. This person can be crafted into a leader through education and behavior modification. The behavioral theory is reliant upon the study of past leaders and behavioral patterns for its success. This theory allows for leadership development as opposed to simple leader searching and focuses on the actions of leaders rather than the mental or internal qualities of a leader. Behaviors associated with this theory include that of initiating structure, considering the emotions and abilities of subordinates, employee and product orientation, and different styles of team management. Behavioral leadership theory, when taken a step further, develops into situational leadership theory. The situational leadership theory takes into account all elements of the situation and creates a leadership game plan accordingly. Leaders, by this theory, consider the strengths of their team members, the weaknesses of their team members, and the needs presented by the situation. The leader applies criticism and encouragement where necessary, practicing directive and supportive behaviors as the situation calls for them. Leaders assess the condition of their subordinates and respond accordingly. Rather than focusing on the leader as the previous two theories did, this theory focuses on the situation. This theory necessitates that leaders be flexible and (here’s a new idea introduced by this theory) that the same style of leadership cannot be used in every situation. The first two theories, the trait-based leadership theory and the behavioral leadership theory, are both contingency theories of leadership. What this means is these two theories focus on the traits or behaviors of a leader and their compatibility with a situation. What the situational leadership theory does differently is it offers the idea that a leader should be able to alter his or her behaviors to best fit the situation. It is extremely interesting and important to note the development of the leadership theories out of one another as time progressed and opportune leaders considered what exactly in the realm of leadership works best.