Characteristics of Great Leader
Running Head: An overview of Transformational Leadership
An overview of Transformational Leadership
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Although some people treat the terms "manager ship" and "leadership" as synonyms, the two should be distinguished. As a matter of fact, there can be leaders of completely unorganized groups, but there can be managers, as conceived here, only where organized structures create roles. (Main, 1987) Separating leadership from manager ship has important analytical advantages. It permits leadership to be singled out for study without the encumbrance of qualifications relating to the more general issue of manager ship.
Leadership is an important aspect of managing. (Kotter, 1990) As this paper will show the ability to lead effectively is one of the keys to being an effective manager, also, undertaking the other essentials of managing-doing the entire managerial job-has an important bearing on ensuring that a manager will be an effective leader. Managers must exercise all the function of their role in order to combine human and material resources to achieve objectives. The key to doing this is the existence of a clear role and a degree of discretion or authority to support manager 's actions.
The essence of leadership is follower ship. (Haller & Til, 1982)
In other words, it is the willingness of people to follow that makes a person a leader. Moreover, people tend to follow those whom they see as providing a means of achieving their own desires, wants, and needs.
Leadership and motivation are closely interconnected. By understanding motivation, one can appreciate better what people want and why they act as they do. Also, as noted in the previous chapter, leaders may not only respond to subordinates, motivations but also arouse or dampen them by means of the organizational climate they develop. Both these factors are as important to leadership as they are to manager ship.
Defining Leadership:
Leadership has different
An overview of Transformational Leadership
[Writer 's Name]
[Institution 's Name]
Although some people treat the terms "manager ship" and "leadership" as synonyms, the two should be distinguished. As a matter of fact, there can be leaders of completely unorganized groups, but there can be managers, as conceived here, only where organized structures create roles. (Main, 1987) Separating leadership from manager ship has important analytical advantages. It permits leadership to be singled out for study without the encumbrance of qualifications relating to the more general issue of manager ship.
Leadership is an important aspect of managing. (Kotter, 1990) As this paper will show the ability to lead effectively is one of the keys to being an effective manager, also, undertaking the other essentials of managing-doing the entire managerial job-has an important bearing on ensuring that a manager will be an effective leader. Managers must exercise all the function of their role in order to combine human and material resources to achieve objectives. The key to doing this is the existence of a clear role and a degree of discretion or authority to support manager 's actions.
The essence of leadership is follower ship. (Haller & Til, 1982)
In other words, it is the willingness of people to follow that makes a person a leader. Moreover, people tend to follow those whom they see as providing a means of achieving their own desires, wants, and needs.
Leadership and motivation are closely interconnected. By understanding motivation, one can appreciate better what people want and why they act as they do. Also, as noted in the previous chapter, leaders may not only respond to subordinates, motivations but also arouse or dampen them by means of the organizational climate they develop. Both these factors are as important to leadership as they are to manager ship.
Defining Leadership:
Leadership has different
References: Bernard M. Bass, Stogdill 's Handbook of leadership: a survey of theory and research rev. ed. (New York: The free press, 1981). Joyner, R., Fulfilling the Goals of Leadership, retrieved as on April 29,2005 http://www.forerunner.com/forerunner/X0365_Leadership_pt._ .html Koontz, H., Weihrich, H., 1994,Management: A Global Perspective, 10th ed., Singapore: McGraw-HILL BOOK COMPANY Putti, Joseph M. 1987, Management: A Functional Approach, Singapore: McGraw-HILL BOOK COMPANY Peter F