Leadership has been investigated extensively over the past century and it is a field that continues to grow. Traditional leadership literature has primarily focused on leadership effectiveness. However, broader aspects of leadership, in particular, the topic of 'leadership preferences' has also gained favour among a group of researchers. In this two-part research conducted at the University of Auckland, this book investigates the influences of subordinate authoritarianism, social dominance attitudes, and situational threat on leadership preferences along two different leadership dimensions - preference for democratic versus autocratic leader, and preference for supportive versus non-supportive leader.