It is important to distinguish between Leadership and Rulership. When people obey a particular person because there is an official authority in his hands, for example: Director, Senior - they usually obey out of fear of punishment or because they are the subject of authority. The same is true for power. When someone obeys other people because of threat accompanied by a gun - he obeys power. When a person obeys the orders of a doctor - he obeys the modern power: knowledge and expertise.
Subject of leadership development preoccupied philosophers and scientists for many generations. This is an elusive concept and difficult to define precisely because of the nature and its components. Now it is generally assumed that leadership is the ability to specialize, which means it has many varieties, each leadership style is suitable for different kind of situations. For example, a man who is a military leader will not necessarily leads the same way as prime minister or a CEO of a Hi Tech Company. See about leadership styles.
According to Aristotle , leadership consists of credibility ( ethos ), reasoning ( logos ) and pathos.
Leadership Types
There are different types of leadership, leadership in different contexts:
Military Leadership
Educational Leadership
Leadership opinions or ideas
Political leadership
Business Leadership
Organizational Leadership
Social leadership
Personal leadership
Leadership informal / formal
Transformational leadership
Capabilities Associated with Leader
In the past it was customary to attribute the ability to seemingly divine inspiration leadership (the so-called foreign language " charisma "). But today is commonly thought that the potential exists to some degree in every person can develop and cultivate it, and even accommodate the specific situation. Based on this approach and methodologies developed in recent years engaged in the development and nurturing leadership. Despite notable differences exist between the different approaches, all more or less agree on the definition of leadership based on the existence of certain human capabilities with the leader. Among other things, include the following capabilities for which the such that the widest consensus:
Vision viewing capability - the ability to set clear and tangible manner the common purpose to which it is a leader.
Example - the ability to express his actions and behavior the values according to which he was led to expect.
Balance between all the emotion - the ability to properly consider rational considerations against Shicoleime emotional when making decisions.
Transport changes - the ability to cope with situations of change in the complexity and difficulty involved in them.
Understanding people - an understanding of how the complex human situations and challenges in mind the needs of the led, as human beings.
Organisation skills - ability to design and run corporate structures.
Courage - the ability to make difficult decisions that contain an element of risk.
Delegated powers - the ability to delegate powers to other people without having to reduce his responsibility for the results.
Leadership Styles
There are different styles of leadership, that differ from one of three main factors:
Perception of his role as leader and authority.
Perception of the leadership roles in society.
Leader's exposure to the led.
Can be said that a leader's success largely depends on his leadership style in adapting to circumstances where it lead.
Social Leaders and Personal Leaders
Are the two types of leaders: social leaders and personal leaders. Individual leader's motives are to serve the self-interest and social leader is driven only by self-interest, but serves the public interest. Demonstrating personal leader ignoring the rights and feelings of others, no tolerance is characterized by exploitative behaviors. This leader often exhibits uncontrolled aggressive as he denies it. Alarm personal leader in led feelings of obedience and submission to him and creates dependency. In contrast, the leader does not ignore the feelings of social rights "rules of the game" standard. He refers led equally, a key empowering them. Social leader social influence internalization mechanism, ie a combination of leader values and guiding principles into self-perception of followers.
Contrasting Two Kinds of Leadership
Leader rewards works to achieve its goals through reward and punishment. He believes that people are utilitarian approach. I mean they always go after their own interest and try to get it at all cost values. He believes that by offering them a good offer, they take it with both hands. Leader rewards of economic production and exchange between himself and followers - if they give him their support and promote it, he will help them realize their interests. This kind of leadership passes quickly as interests may change. Moreover, there are often a clash of interests and decision-led offensive leader accepts his leadership.
Transformational leadership works to achieve its goals through the use of world values. Transformational leadership believes that the world operates according to clear, known, and universal values. He thinks he can improve the group by highlighting these values. He wants the group to go on the same guiding principles that he believes they are true. He feels he is leading them to a better place in which they develop themselves as individuals and as a group. The designer leadership transform followers into leaders and urge them to seek long term satisfaction.
Leading Organization and Feelings
Leadership is a process loaded with emotional feelings when intertwined with the process of social impact . [1]state of mind (mood) of the leader in the organization have an impact on the group led several levels [2]:
The mood of the group affected by the leader's mood. Demonstrating a positive mood of the leader brings a more positive mood among group members. This is true even negative mood. Leader puts his mood through the mechanism of emotional contagion (Mood Contagion) [2]. This is probably one of the psychological mechanisms by which a charismatic leader affects followers[3].
An existing group Group Emotion (group affective tone). This is a phenomenon at the group level as members of the group calls have a consistent emotional responses. Demonstrating a positive mood by the leader to bring positive emotional group[2].
Group processes will be affected by the leader's mood. Mood group members to provide information about the group executes processes. For example, in a good mood signals the good progress group safety relays. As a result there will be more friendly behavior and organizational level will be higher performing coordination tasks [2]. In a study of customer service in a positive mood enhances the leader of the group's performance, although this figure differently in different studies[4].
Beyond the leader's mood, behavior is the source of the positive and negative emotions of followers. The leader creates situations drag events emotional response. Examples - giving feedback, assigning tasks, sharing resources. Each event creates an emotion such behavior will affect the organization led [5].
Emotional intelligence of the leader, ie its ability to manage his feelings and of others, is an important component of effective leadership [6]
See also:
Military Leadership
Business Leadership
Transformational leadership
Emotion
Emotional contagion
Emotional labor
References
1 George JM 2000. Emotions and leadership: The role of emotional intelligence, Human Relations 53 (2000), pp. 1027-1055
2 2.0 2.1 2.2 2.3Sy, T. & Cote, S & Saavedra R. 2005. The contagious leader: Impact of the leader's mood on the mood of group members, group affective tone, and group processes. Journal of Applied Psychology, 90 (2): pp. 295-305. Http://www.rotman.utoronto.ca/ ~ Scote / SyetalJAP.pdf
3 Bono JE & Ilies R. 2006 Charisma, positive emotions and mood contagion. The Leadership Quarterly 17 (4): pp. 317-334
4 George JM 2006. Leader Positive Mood and Group Performance: The Case of Customer Service. Journal of Applied Social Psychology, 25 (9), pp. 778-794
5 Dasborough MT 2006.Cognitive Asymmetry in employee Emotional Reactions to Leadership Behaviors. The Leadership Quarterly 17 (2): pp. 163-178
6 Goleman D., Boyatzis RE, McKee A. 2004. Primal Leadership: Learning to Lead with Emotional Intelligence. Harvard Business Press
Adapted from Wikipedia.
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