“…Consequently, scholars developed and tested various theories that attempt to determine the forms of leader behaviors that engage followers and create positive effects that extend beyond task compliance. These include theories such as charismatic and transformational leadership (Bass, 1985;House, 1977;Shamir, House, & Arthur, 1993), authentic leadership (Avolio, Gardner, Walumbwa, Luthans, & May, 2004;Ilies, Morgeson, & Nahrgang, 2005;Neider & Schriesheim, 2011), various theories of ethical or character-based leadership (Brown, Treviño, & Harrison, 2005;Craig & Gustafson, 1998;De Hoogh & Den Hartog, 2008;Moorman, Darnold, & Priesemuth, 2013), spiritual leadership (Fry, 2003;Fry, Vitucci, & Cedillo, 2005), servant leadership (Greenleaf, 1973;Liden, Wayne, Zhao, & Henderson, 2008), and others, such as shared or participative leadership (e.g., Pearce & Sims, 2002). Bryman (1992) and others (e.g., Avolio, Reichard, Hannah, Walumbwa, & Chan, 2009) have collectively called these theories the "newer" theories of leadership in contrast to the "traditional" leadership models (e.g., situational, contingency, or path-goal leadership theories), which focused more on leader-follower exchange relationships and providing support and direction.…”