One of the first typologies of leadership was created by E. Bogards. It divides the leaders into 4 types: 1) autocratic (encounters in strong organizations), 2) democratic (defending the interests of the group), 3) executor (performs assigned tasks), 4) reflexive-intellectual type group). F. Bartlett creates his typology, which he calls "positional." Leaders are three types: 1) institutional type (the authority of the leader is determined by the prestige of the position he occupies), 2) the dominant type (the leader occupies his position by force and influence), 3) the persuasive type on the moods of the subordinates and incite them to action). S. Kicello sets up a particular type of leader - a "leader without an office" and calls him a "prophet". He believes that prophets come to the stage of history in vague times, win the support of their supporters, and become the symbol of their movements. F. Redwell argues that institutional and emotional group processes can only arise if they relate to one of the nine types of personality. According to his typology, these individuals are: "patriarch," "leader," tyrant, "subject of love", "subject of aggression", "organizer", "temptress", "hero" or negative).


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J. Hetzel and E. Guba classify leadership as follows: 1) "legislative leadership", where roles and expectations are determined by the normative requirements for the activity in the public systems, 2) "ideographic leadership", in this type of needs a nd attitudes of individuals determine the personal dimensions of the group activity and the leader itself, 3) "synthetic leadership", it reconciles the conflicting countries. B. Bell, R. Hill and S. Milse create a typology of four types of leaders: 1) "formal type" (occupying official posts), 2) "known type" (having influence in society), 3) "influential type" influencing the opinion and behavior of the group), 4) "public type" (actively involved in amateur organizations).

M. Conway monitors the leaders of the crowds and divides them into three types: the "leader" (he strives to lead the crowd by bringing it to hypnotic ecstasy and directing it to his chosen path - Napoleon, for example), a "representative of the crowd" he defends the "right" opinions and positions of the people - for example, T. Roosevelt), a "interpreter of opinions" (he seeks to articulate what vaguely feels the crowd, its hidden fears and experiences). The examined typologies and classifications of the leaders are generalizations based on observations and logical constructs. Although schematic, they prepare the ground for larger scale research.