Leadership: The text defines leadership as the process where one individual influences other group members to work towards the achievement of defined group goals. This is not a particularly strong statement on leadership, but it is consistent with the material from Chapter 12.

In most organizational settings, leaders are typically legitimate power; they are typically assigned to positions giving them authority over a group of people. Of course there are many instances where this rule is violated, but in general, leaders occupy formal positions of power. This is not to suggest that leaders use coercive techniques to influence their subordinates. Indeed, the difference between a leader and a dictator is that leaders cannot rely on physical threats to enforce obedience. At least some of their influence must come willingly from their subordinates.

Leadership versus management: There is a distinct difference between managing individuals and leading them

Transformational Leadership: An interesting result indicates that charisma, though an admirable quality in a leader is insufficient to maximize employee performance. The idea of transformational leadership describes leaders whom renew and revitalize organizational performance. Transformational leaders have the following characteristics:

3) Extra-ordinary behaviour. Behaviour that is noteworthy or beyond ordinary scope. For example, the self-sacrifice of Ghandi.

Some topics in this essay:
Gandi Mandella, Goal Theory, Vroom Jago, Failings Closely, Situational Leadership, Positive LPC, Style Style, Characteristics Environment, Subordinate Characteristics, Person Theory, directive leadership, situational control, effective leadership, person theory, leadership †characterizes, initiating structure, leadership â€, contingency theories, leadership style, †characterizes, vroom jago, †characterizes leader, greenberg et al, contingency theories leadership, †share subordinates,