A wide range of comprehensive studies exists to explain the concept and practice of leadership in the process of political decision-making. This research provides an overview of the main theories of leadership. Generally, leadership theories are divided into three main directions: first, the relationship between the leader and the group; second, the personal qualities of the leader; third, the skills that correspond to the political tasks assigned. Among all significant theories, leadership is regarded as a process that continues until tasks are completed, carried out through the leader’s influence on a group of people. This study is aimed at developing a leadership model applicable in political decision-making, creating a solid foundation for researchers to derive from existing theories and apply them in practice.

leadership, theories, comparison, contingency, transformational, transactional, traits.

Alberto, S. (2015). An integrated leadership theory. Journal of Perspectives in Organizational Behavior, Management, & Leadership, 1(1), 5–9.

Avolio, B. J., & Yammarino, F. J. (2013). Transformational and Charismatic Leadership: The Road Ahead. New York: Emerald Group Publishing Limited.

Barrick, M. R., Mitchell, T. R., & Stewart, G. L. (2003). Situational and motivational influences on trait–behavior relationships. In M. R. Barrick (Ed.), Personality and Work: Reconsidering the Role of Personality in Organizations (pp. xx–xx). [To‘liq betlar ko‘rsatilmagan].

Bass, B. M. (1998). Transformational Leadership: Industry, Military, and Educational Impact. London: Lawrence Erlbaum Associates.

Bass, B. M., Avolio, B. J., Jung, D. I., & Berson, Y. (2003). Predicting unit performance by assessing transformational and transactional leadership. Journal of Applied Psychology, 88(2), 207–218.

Bryman, A., Collinson, D., Grint, K., Jackson, B., & Uhl-Bien, M. (2011). The Sage Handbook of Leadership. Thousand Oaks, CA: Sage.

Gerry, L., & Eid, J. (2012). An idea paper on leadership theory integration. Management Research Review, 35(3/4), 177–191.

Gibson, J. L., Donnelly, J. H., & Ivancevich, J. M. (2003). Organizations: Behavior, Structure, Processes (11th ed.). Boston, MA: McGraw-Hill.

Grinin, L. (2010). The role of an individual in history: A re-consideration. Social Evolution & History, 9(2), 95–136.

Hazy, J. K., & Ashley, A. (2011). Unfolding the future: Bifurcation in organizing form and emergence in social systems. Emergence: Complexity and Organization, 13(3), 58–80.

Hitt, M. A., Black, J. S., Porter, L. W., & Hanson, D. (2007). Management. Frechs Forest, N.S.W.: Pearson Education Australia.

House, R., & Aditya, R. (1997). The social scientific study of leadership: Quo Vadis? Journal of Management, 23, 409–474.

Howell, J. M., & Avolio, B. J. (1993). Transformational leadership, transactional leadership, locus of control and support for innovation. Journal of Applied Psychology, 78(6), 891–902.

Howell, J. P., & Costley, D. L. (2001). Understanding Behaviors for Effective Leadership. Saddle River, NJ: Prentice-Hall.

Judge, T. A., Piccolo, R. F., & Kosalka, T. (2009). The bright and dark sides of leader traits: A review and theoretical extension of the leader trait paradigm. The Leadership Quarterly, 20(6), 855–875.

Langton, N., & Robbins, S. (2007). Leadership. In Organizational Behavior: Concepts, Controversies, Applications (pp. 386–426). Toronto: Prentice Hall Canada.

Lorsch, J. (2010). A contingency theory of leadership. In N. Nohria & R. Khurana (Eds.), Handbook of Leadership Theory and Practice (pp. 411–429). Boston: Harvard Business Press.

Masood, S. A., Dani, S. S., Burns, N. D., & Backhouse, C. J. (2006). Transformational leadership and organizational culture: The situational strength perspectives. Proceedings of the Institution of Mechanical Engineers, 220(B6), 941–949.

Rothaermel, F. T., & Hess, A. M. (2007). Building dynamic capabilities: Innovation driven by individual-, firm- and network-level effects. Organization Science, 18(6), 898–921.

Shin, J., Heath, R. L., & Lee, J. (2011). A contingency explanation of public relations practitioner leadership styles: Situation and culture. Journal of Public Relations Research, 23(2), 167–190.

Thomas, C. (1888). On Heroes, Hero-Worship and the Heroic in History. New York: Fredrick A. Stokes & Brother.

Vroom, V. H., & Yetton, P. W. (1973). Leadership and Decision Making. Pittsburgh: University of Pittsburgh Press.

Yukl, G., & Van Fleet, D. D. (1992). Theory and research on leadership in organizations. In M. D. Dunnette & L. M. Haugh (Eds.), Handbook on Industrial and Organizational Psychology (pp. 147–197). Palo Alto, CA: Consulting Psychologists Press.

Zaccaro, S. J., Kemp, C., & Bader, P. (2004). Leader traits and attributes. In J. Antonakis, A. T. Cianciolo, & R. J. Sternberg (Eds.), The Nature of Leadership (pp. 101–124). Thousand Oaks, CA: Sage Publications, Inc.

Zakeer, A. K., Nawaz, A., & Irfan, U. K. (2016). Leadership theories and styles: A literature review. Journal of Resources Development and Management, 16, 1–7.