Leadership
LEADERSHIP
Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. Leaders carry out this process by applying their leadership attributes, such as beliefs, values, ethics, character, knowledge, and skills.
Leadership is the ability to influence a group towards the achievement of a vision or set of goals.
Leadership is interpersonal influence exercised in a situation and directed through communication process, towards the attainment of a specified goal or goals.
It is the quality of the behaviour of the individuals whereby they guide people or their activities in an organized effort.
It is the ability to shape the attitude and behaviour of others, whether in formal or informal situations.
A simple definition of leadership is that leadership is the art of motivating a group of people to act towards achieving a common goal. Put even more simply, the leader is the inspiration and director of the action. 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.
CHANGING VIEWS OF LEADERSHIP: Joana Marie N. Hitalia
The ways in which leaders behave, the specific acts by which they play their leadership roles, are based on certain assumptions about human nature. Consciously or unconsciously, leaders function on the basis of some theory on human behavior, a view of what their subordinates are like as people. Managers who closely watch subordinates to make sure they are performing the job exactly as told hold a different view of human nature than managers who allow subordinates to accomplish their work in whatever way they think best.
These are the leadership theories:
I. Great Man Theory This theory is based on the assumptions that leaders are born and not made and the great leaders will arise when there is a great need. Early research on leadership
Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. Leaders carry out this process by applying their leadership attributes, such as beliefs, values, ethics, character, knowledge, and skills.
Leadership is the ability to influence a group towards the achievement of a vision or set of goals.
Leadership is interpersonal influence exercised in a situation and directed through communication process, towards the attainment of a specified goal or goals.
It is the quality of the behaviour of the individuals whereby they guide people or their activities in an organized effort.
It is the ability to shape the attitude and behaviour of others, whether in formal or informal situations.
A simple definition of leadership is that leadership is the art of motivating a group of people to act towards achieving a common goal. Put even more simply, the leader is the inspiration and director of the action. 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.
CHANGING VIEWS OF LEADERSHIP: Joana Marie N. Hitalia
The ways in which leaders behave, the specific acts by which they play their leadership roles, are based on certain assumptions about human nature. Consciously or unconsciously, leaders function on the basis of some theory on human behavior, a view of what their subordinates are like as people. Managers who closely watch subordinates to make sure they are performing the job exactly as told hold a different view of human nature than managers who allow subordinates to accomplish their work in whatever way they think best.
These are the leadership theories:
I. Great Man Theory This theory is based on the assumptions that leaders are born and not made and the great leaders will arise when there is a great need. Early research on leadership
References: A survey of 3,000 managers in their 40s found that most expressed eagerness to learn new skills and undertake new assignments but felt denied the chance to do so and believed they faced age barriers to future promotions (Lewis & McLaverty, 1991).