A person who has followers A person who chooses to lead Person or thing that holds a dominant or superior position

within its field, and is able to exercise a high degree of control or influence over others A person who influences a group of people towards the achievement of a goal

Is leadership a position of office or authority? Or, is leadership an ability in the sense that he is a leader because he leads? We all may know or hear of people who are in positions of leadership but who are not providing leadership. A position of authority is no guarantee of leadership but it helps in the sense that a leadership position usually commands a listening ear from its people and that is a good starting point for anyone who desires to be a leader.

A leader by its meaning is one who goes first and leads by example, so that others are motivated to follow him. This is a basic requirement. To be a leader, a person must have a deep-rooted commitment to the goal that he will strive to achieve it even if nobody follows him!

A requirement for leadership is personal vision - the ability to visualize your goal as an accomplished fact; a thing already achieved The next requirement is the realization that the goal cannot be achieved alone, without the help of others. Is there a natural grouping of people from whom you can elicit help? Or do you have to recruit your followers? In the latter, you face a greater challenge.

But whatever the situation, the leader must integrate his (or the organization's) goal with his followers personal goals and then communicates this goal in such a way that they embrace it too and the goal becomes a common goal. The communication skills are a necessary ingredient in the leaders armoury.

To be a leader, one must have followers. To have followers, one must have their trust. How do you win their trust? Why would others trust you? Most important, are you worthy of their trust? Why are some individuals more effective than others at influencing people? Effectiveness in leadership has been attributed to (1) persuasion skills, (2) leadership styles and (3) personal attributes of the leader.

leadership is the art of motivating a group of people to act towards achieving a common goal Leadership has been described as the process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task

Leadership is the ability to bring about movement or change in a group or organization, when there is risk or uncertainty, by inspiring others to head ia particular direction Leadership is a process used by an individual to influence group members towards the achievement of group goals in which the group members view the influence as legitimate

He or she is the person in the group that possesses the combination of personality and skills that makes others want to follow his or her direction

A person capable of inspiring and associate others with a dream Leadership is ultimately about creating a way for people to contribute to making something extraordinary happen

Leader n, 1. A person who is followed by others. Manager n, 1. A person controlling or administering a business or a part of a business. 2. A person well regarded in terms of knowledge and skills in business management.

Leadership is the ability to develop a vision that motivates others to move with a passion toward a common goal Management is the ability to organize resources and coordinate the execution of tasks necessary to reach a goal in a timely and cost effective manner

Doing things right -efficiency -bottom line focus -How and Who and Where? Doing the right things -values -process -What and Why?

Management seeks stability & predictability

(order)

Leadership seeks improvement through change

(disorder)

Impact of leadership on Organizational Performance

Research and opinion: Leadership does make a difference

Research Examples Studies of senior managers Attribution theory

Research and opinion: Formal leadership does not make a difference.

Leadership has a smaller impact on outcomes than do forces in the situation.

There are three major arguments against the importance of leadership which include substitutes for leadership, leadership irrelevance, and complexity theory.

Teams of highly trained individuals Intrinsic satisfaction Computer technology Professional norms

Factors outside the leaders control have a larger impact on business than do leadership actions. Leaders have unilateral control over a only a few resources. Firms choose leaders whose values are compatible with those of a firm.

Holds that organizations are complex systems that cannot be explained by the usual rules of nature. Leaders and managers can do little to change the course of the system

Fate is determined by outside forces. Managers cannot predict which business strategies or product mixes will survive.

Managers can only scramble or innovate in order to adapt to outside forces. All companies eventually die at different times because of the system, not leadership and management.

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Individual followers Behaviour job performance Individual followers attitudes and perceptions role clarity, motivation, commitment to organization, job satisfaction Organizational and group outcomes Profitability, productivity, market growth, competitive position, Other measures includes group cohesion, employee turnover, market share