Leadership Definition: Influencing, motivating, enabling others to contribute toward the effectiveness and success of the organizations of which

they are members. Shared leadership/ Leaderful organizations- anyone in the organization may be a leader in various ways. Example: Effective self-directed teams consist of members who share leadership responsibilities or otherwise allocate this role to a responsible coordinator

Perspectives of Leadership: 1. Competency Perspective of Leadership. a/ emotional intelligence-the ability to empathize with others and social skills b/ integrity/honesty-important for employees c/ drive-high need of achievement d/ leadership motivation- strong need of power and influence, but socialized power, sense of altruism e/ self-confidence f/ intelligence- above-average cognitive ability to process high amounts of information h/ knowledge of the business-understands the environment, the opportunities and organizations capacity to capture these opportunities 2. Behaviourial Perspective of Leadership. a. People-oriented leadership. Showing mutual trust and respect to the employees, genuine concern of their needs (these managers do personal favors, treat employees as equal, listen to their suggestions)

b. Task-oriented leadership. Defines and structure roles, push employees to reach their performance capacity, establish high standards and challenge staff to push beyond them, monitoring High levels of both styles are best in all situations

3. Contingency Perspective of Leadership a. Path-goal Theory of leadership: a contingency theory of leadership, based on expectancy theory of motivation that relates several leadership styles to specific employee and specific situational contingencies: Effective leaders strengthen the performance-to-outcome expectancy/Leaders might simultaneously use more than one style at a time/ These leaders provide the resources and the environment , the informational support Servant leadership-leaders serve followers by understanding their needs and facilitating their work performance b. Leadership styles; Directive Supportive-to provide psychological support for subordinates;friendly and approachable (people-oriented) Participative-encourage and facilitates subordinate involvement, involving employees in decisions Achievement-oriented-encourage employees to reach their peakperformance

c. Contingencies of Path-Goal Theory d. Leadership Substitutes 4. Transformational Perspective of Leadership a. Transformational vs. Transactional Transactional is managing, helping organizations to achieve their current objectives efficiently Transformational is about leading- changing the organizations strategy and culture, so that they have a better fit with the surrounding environment b. Transformational vs. Charismatic Charismatic leaders must be transformational leaders

 Some charismatic leaders easily build allegiance in followers, but they dont necessarily change the organization, they produce dependant followers, whereas transformational leaders support follower empowerment c. Elements of Transformational Leadership Creating a vision Communicating the vision Modelling the vision- To walk the talk by doing things that symbolize the vision Building commitments toward the vision

5. Implicit leadership perspective (the idea that leadership is a perception of followers: The theory that people rely on preconceived traits to evaluate others as leaders and they tend to inflate the influence of leadership on organizational events (attribution error) 6. Cross-cultural and Gender issues in Leadership: Men and women do not defer in the degree of people-oriented or taskoriented leadership; Female more often adopt participative style People evaluate women based on stereotypes, which may result in a higher or lower ratings