The dynamics of leadership require that we not only look at the leader. To evaluate leadership we need to consider the situation, the behaviors of the leader and followers; everything must be analyzed and the leader must understand how to interact depending on the situation (Northouse, 2010). This means that the leader must approach situations differently. Because of this, it is possible that a person can be a great leader in one environment or situation and not be successful in another. This in itself proves that leadership is not defined by cookie-cutter traits. However, traits, behaviors, and situations are all important components of leadership. A leader must be introspective and aware of personal strengths and weaknesses. Furthermore, a leader's ability to recognize the different personalities of followers or subordinates and treat individuals differently is important. While followers or subordinates must be treated fairly, no two people are the same, so it is important that a leader is equipped with the ability to manage not only group dynamics, but also individual personalities. Different people have a different hierarchy of needs and, therefore, must be handled with distrust, if they are to reach their potential. For example, people with high “nAch” may request performance feedback more frequently (Gibson, Ivancevich, Donnelly & Konopaske, 2009). Therefore, for any leader to be successful they need to understand the different theories. This will enable the leader to apply the appropriate leadership style depending on the situation, people, and internal and external forces that the leader and the organization may face. Leaders with a lower success rate: In terms of success.... .. middle of paper ......in Rob treated each person as an individual. There are many reasons for Rob's success, but one of the most compelling has been his ability to build followers. That said, entry came at a price. Rob wouldn't sacrifice the goal of the many for a few who refused to come on board. Those who didn't have the vision we all shared weren't pampered, they were pushed out and replaced. References: Conger, J. A. (1998). The necessary art of persuasion. Harvard Business Review, 81-96. Gilley, J. W. (2006). The manager as politician. Westport, CT: Greenwood Publishing Group, Inc. Northouse, P. G. (2010). Leadership Theory and Practice, 5th ed. Thousand Oaks, CA.: Sage Publications.Vecchio, R.P. (2008). Leadership: Understanding the dynamics of power and influence in organizations, (2nd edition). Notre Dame, Indiana: University of Notre Dame Press.