Leadership has always remained in lime light of formal academic research, professional discourse and popular literature. Despite of very powerful theories, there is a continuous notion of ‘ not enough ’ that creates a vacuum, usually filled up by confusions and misperceptions. The primary reason for this vacuum is that, despite being powerful in their own context, no single leadership theory takes a holistic account of leadership, leading to lack of understanding of leadership in its holistic perspective. Efforts to provide a holistic view of leadership also do not capture all the aspects that could explain leadership in its complete and holistic sense. Therefore, the scarcity remains for a model that could explain leadership in its complete sense. This study by the author endeavours to develop a model that could fill up the gap. By working under interpretivist philosophy and inductive approach, it adopts secondary research method to critically analyse the existing theories of leadership for gaps and uses published literature to develop a comprehensive framework, which may have the potential of becoming a holistic leadership model. This holistic model helps in synthesizing all the existing theories of leadership into one framework, linking these to the parts of the model they focus on, hence making leadership literature meaningful and relevant to the bigger picture. Such a model could also guide further research on leadership by presenting research done so far on different cardinals of the model, areas with research gaps and opportunities for further knowledge add-on.
In Education Faryal Khan (Sat,) studied this question.