Leadership theories can help us to explain the phenomenon of leadership, which is itself defined in different ways, but usually in relation to directing or influencing people to achieve goals. There is a bewildering array of leadership theories, and overlapping typologies (classifications), which can be confusing. By highlighting these, this chapter aims to help you develop a clearer understanding of various theories of leadership. Many historic theories of leadership were developed in contexts outside of health professions education (HPE), for example in business, industry, and the military, where organizational goals were quite different from those in organizations providing HPE. Early theories focussed on the leader, particularly on the male leader, as well as conceptualizations of leadership that are arguably less relevant in the twenty-first century workplace, and certainly in contexts such as HPE. A psychological focus in early research led to a preoccupation with leadership traits and the leader’s personality, but the emphasis gradually moved to leader behavior, with one typology distinguishing between person-focussed behaviors and task-focussed behaviors. Specific leader behaviors give rise to recognised styles of leadership, and from this developed the notion that leaders could use different styles depending on the situation. Newer theories of leadership focus less on the leader per se. They recognise leadership that is relational, with possibilities for shared leadership and power, as well as the interplay between leadership and followership. Notwithstanding this de-emphasis on leaders, the concept of leadership styles can help individual leaders to be self-aware and recognize areas for professional development, and we consider some common leadership styles and associated competencies. Finally, leadership models operationalize theory, and we consider whether and how specific models may help you reflect on your context for leadership or your personal leadership practice, to identify new ways to approach problems, or further possibilities for professional development.