Meaning of Job satisfactionJob satisfaction describes how content an individual is with his or her job. It is a relatively recent term since in previous centuries the jobs available to a particular person were often predetermined by the occupation of that person's parent. There are a variety of factors that can influence a person's level of job satisfaction; some of these factors include the level of pay and benefits, the perceived fairness of the promotion system within a company, the quality of the working conditions, leadership and social relationships, and the job itself (the variety of tasks involved, the interest and challenge the job generates, and the clarity of the job description/requirements). The happier people are within their job, the more satisfied they are said to be. Job satisfaction is not the same as motivation, although it is clearly linked. Job design aims to enhance job satisfaction and performance, methods include job rotation, job enlargement and job enrichment. Other influences on satisfaction include the management style and culture, employee involvement, empowerment and autonomous work groups. Job satisfaction is a very important attribute which is frequently measured by organisations. The most common way of measurement is the use of rating scales where employees report their reactions to their jobs. Questions relate to rate of pay, work responsibilities, variety of tasks, promotional opportunities the work itself and co-workers. Some questioners ask yes or no questions while others ask to rate satisfaction on 1-5 scale (where 1 represents "not at all satisfied" and 5 represents "extremely satisfied").

http://en.wikipedia.org/wiki/Job_satisfa

Concepts of Leadership I used to think that running an organization was equivalent to conducting a symphony orchestra. But I don't think that's quite it; it's more like jazz. There is more improvisation. Warren Bennis Good leaders are made not born. If you have the desire and willpower, you can become an effective leader. Good leaders develop through a never ending process of self-study, education, training, and experience (Jago, 1982). This guide will help you through that process. To inspire your workers into higher levels of teamwork, there are certain things you must be, know, and, do. These do not come naturally, but are acquired through continual work and study. Good leaders are continually working and studying to improve their leadership skills; they are NOT resting on their laurels.Definitions of LeadershipThe meaning of a message is the change which it produces in the image. Kenneth Boulding in The Image: Knowledge in Life and SocietyLeadership 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.Another popular definition of Leadership is a process whereby an individual influences a group of individuals to achieve a common goal (Northouse's (2007, p3).The U.S. military has studied leadership in depth. One of their definitions is a process by which a soldier influences others to accomplish a mission (U.S. Army, 1983).Note that all three definitions have one process in common a person influences others to get something accomplishedLeaders carry out this process by applying their leadership knowledge and skills. This is called Process Leadership (Jago, 1982). However, we know that we have traits that can influence our actions. This is called Trait Leadership (Jago, 1982), in that it was once common to believe that leaders were born rather than made. These two leadership types are shown in the chart below (Northouse, 2007, p5):

While leadership is learned, the skills and knowledge processed by the leader can be influenced by his or hers attributes or traits, such as beliefs, values, ethics, and character. Knowledge and skills contribute directly to the process of leadership, while the other attributes give the leader certain characteristics that make him or her unique. Skills, knowledge, and attributes make the Leader, which is one of the:Factors of LeadershipThere are four primary factors of leadership (U.S. Army, 1983):

LeaderYou must have an honest understanding of who you are, what you know, and what you can do. Also, note that it is the followers, not the leader or someone else who determines if the leader is successful. If they do not trust or lack confidence in their leader, then they will be uninspired. To be successful you have to convince your followers, not yourself or your superiors, that you are worthy of being followed. FollowersDifferent people require different styles of leadership. For example, a new hire requires more supervision than an experienced employee does. A person who lacks motivation requires a different approach than one with a high degree of motivation. You must know your people! The fundamental starting point is having a good understanding of human nature, such as needs, emotions, and motivation. You must come to know your employees' be, know, and do attributes.CommunicationYou lead through two-way communication. Much of it is nonverbal. For instance, when you set the example, that communicates to your people that you would not ask them to perform anything that you would not be willing to do. What and how you communicate either builds or harms the relationship between you and your employees. SituationAll situations are different. What you do in one situation will not always work in another. You must use your judgment to decide the best course of action and the leadership style needed for each situation. For example, you may need to confront an employee for inappropriate behavior, but if the confrontation is too late or too early, too harsh or too weak, then the results may prove ineffective. Also note that the situation normally has a greater effect on a leader's action than his or her traits. This is because while traits may have an impressive stability over a period of time, they have little consistency across situations (Mischel, 1968). This is why a number of leadership scholars think the Process Theory of Leadership is a more accurate than the Trait Theory of Leadership.Various forces will affect these four factors. Examples of forces are: your relationship with your seniors the skill of your followers the informal leaders within your organization how your organization is organizedBass' Theory of Leadership Bass' theory of leadership states that there are three basic ways to explain how people become leaders (Stogdill, 1989; Bass, 1990). The first two explain the leadership development for a small number of people, while the third one is the dominant theory today. These theories are: Some personality traits may lead people naturally into leadership roles. This is the Trait Theory. A crisis or important event may cause a person to rise to the occasion, which brings out extraordinary leadership qualities in an ordinary person. This is the Great Events Theory. People can choose to become leaders. People can learn leadership skills. This is the Transformational or Process Leadership Theory. It is the most widely accepted theory today and the premise on which this leadership guide is based.Management verses LeadershipWhile management and leadership have a great deal in common, such as working with people and accomplishing the goals of the organization, they do differ in their primary functions (Kotter, 1990):Management's main function is to produce order and consistency through processes, such as planning, budgeting, organizing, staffing, and problem solving.While leadership's main function is to produce movement and constructive or adaptive change through processes, such as establishing direction through visioning, aligning people, motivating, and inspiring.For more information on the differences between management and leadership see the next chapter: The Four Pillars: Leadership, Management, Command, and ControlBoss or Leader?Although your position as a manager, supervisor, lead, etc. gives you the authority to accomplish certain tasks and objectives in the organization (called Assigned Leadership), this power does not make you a leader, it simply makes you a boss. Leadership differs in that it makes the followers want to achieve high goals (called Emergent Leadership), rather than simply ordering people around (Rowe, 2007). Thus you get Assigned Leadership by your position and you display Emergent Leadership by influencing people to do great things.

Total LeadershipWhat makes a person want to follow a leader? People want to be guided by leaders they respect and who have a clear sense of direction. To gain respect, they must be ethical. A sense of direction is achieved by conveying a strong vision of the future. When people are deciding if they respect you as a leader, they do not think about your attributes, rather, they observe what you do so that they can know who you really are. They use this observation to tell if you are an honorable and trusted leader or a self-serving person who misuses authority to look good and get promoted. On the other hand, self-serving leaders are not as effective because their employees only obey them, not follow them. They succeed in many areas because they present a good image to their seniors at the expense of their workers.Good leadership is honorable character and selfless service to your organization. In your employees' eyes, your leadership is everything you do that effects the organization's objectives and their well-being. The Two Most Important Keys to Effective LeadershipAccording to a study by the Hay Group, a global management consultancy, there are 75 key components of employee satisfaction (Lamb, McKee, 2004). They found that: Trust and confidence in top leadership was the single most reliable predictor of employee satisfaction in an organization. Effective communication by leadership in three critical areas was the key to winning organizational trust and confidence: 1. Helping employees understand the company's overall business strategy. 2. Helping employees understand how they contribute to achieving key business objectives. 3. Sharing information with employees on both how the company is doing and how an employee's own division is doing.So in a nutshell you must be trustworthy and you have to be able to communicate a vision of where the organization needs to go. The next section, Principles of Leadership, ties in closely with this key concept. Principles of LeadershipTo help you be, know, and do, follow these eleven principles of leadership (U.S. Army, 1983). The rest of the chapters in this Leadership guide expand on these principles and provide tools for implementing them: 1. Know yourself and seek self-improvement - In order to know yourself, you have to understand your be, know, and do, attributes. Seeking self-improvement means continually strengthening your attributes. This can be accomplished through self-study, formal classes, reflection, and interacting with others. 2. Be technically proficient - As a leader, you must know your job and have a solid familiarity with your employees' tasks. 3. Seek responsibility and take responsibility for your actions - Search for ways to guide your organization to new heights. And when things go wrong, as they often tend to do sooner or later do not blame others. Analyze the situation, take corrective action, and move on to the next challenge. 4. Make sound and timely decisions - Use good problem solving, decision making, and planning tools. 5. Set the example - Be a good role model for your employees. They must not only hear what they are expected to do, but also see. We must become the change we want to see - Mahatma Gandhi 6. Know your people and look out for their well-being - Know human nature and the importance of sincerely caring for your workers. 7. Keep your workers informed - Know how to communicate with not only them, but also seniors and other key people. 8. Develop a sense of responsibility in your workers - Help to develop good character traits that will help them carry out their professional responsibilities. 9. Ensure that tasks are understood, supervised, and accomplished - Communication is the key to this responsibility. 10. Train as a team - Although many so called leaders call their organization, department, section, etc. a team; they are not really teams... they are just a group of people doing their jobs. 11. Use the full capabilities of your organization - By developing a team spirit, you will be able to employ your organization, department, section, etc. to its fullest capabilities.Attributes of Leadership:BE, KNOW, and DORespected leaders concentrate on Be, Know, and Do (U.S. Army, 1983): what they are [be] (such as beliefs and character) what they know (such as job, tasks, and human nature) what they do (such as implementing, motivating, and providing direction).BE a professional. Examples: Be loyal to the organization, perform selfless service, take personal responsibility. BE a professional who possess good character traits. Examples: honesty, competence, candor, commitment, integrity, courage, straightforwardness, imagination. KNOW the four factors of leadership follower, leader, communication, situation. KNOW yourself. Examples: strengths and weakness of your character, knowledge, and skills. KNOW human nature. Examples: Human needs, emotions, and how people respond to stress. KNOW your job. Examples: be proficient and be able to train others in their tasks. KNOW your organization. Examples: where to go for help, its climate and culture, who the unofficial leaders are. DO provide direction. Examples: goal setting, problem solving, decision making, planning. DO implement. Examples: communicating, coordinating, supervising, evaluating. DO motivate. Examples: develop morale and esprit de corps in the organization, train, coach, counsel. EnvironmentEvery organization has a particular work environment, which dictates to a considerable degree how its leaders respond to problems and opportunities. This is brought about by its heritage of past leaders and its present leaders.Goals, Values, and ConceptsLeaders exert influence on the environment via three types of actions: 1. The goals and performance standards they establish. 2. The values they establish for the organization. 3. The business and people concepts they establish. Successful organizations have leaders who set high standards and goals across the entire spectrum, such as strategies, market leadership, plans, meetings and presentations, productivity, quality, and reliability. Values reflect the concern the organization has for its employees, customers, investors, vendors, and surrounding community. These values define the manner in how business will be conducted. Concepts define what products or services the organization will offer and the methods and processes for conducting business. These goals, values, and concepts make up the organization's personality or how the organization is observed by both outsiders and insiders. This personality defines the roles, relationships, rewards, and rites that take place.Roles and RelationshipsRoles are the positions that are defined by a set of expectations about behavior of any job incumbent. Each role has a set of tasks and responsibilities that may or may not be spelled out. Roles have a powerful effect on behavior for several reasons, to include money being paid for the performance of the role, there is prestige attached to a role, and a sense of accomplishment or challenge. Relationships are determined by a role's tasks. While some tasks are performed alone, most are carried out in relationship with others. The tasks will determine who the role-holder is required to interact with, how often, and towards what end. Normally the greater the interaction, the greater the liking. This in turn leads to more frequent interactions. In human behavior, its hard to like someone whom we have no contact with, and we tend to seek out those we like. People tend to do what they are rewarded for, and friendship is a powerful reward. Many tasks and behaviors that are associated with a role are brought about by these relationships. That is, new task and behaviors are expected of the present role-holder because a strong relationship was developed in the past, either by that role-holder or a prior role-holder. Culture and ClimateThere are two distinct forces that dictate how to act within an organization: culture and climate. Each organization has its own distinctive culture. It is a combination of the founders, past leadership, current leadership, crises, events, history, and size (Newstrom, Davis, 1993). This results in rites: the routines, rituals, and the way we do things. These rites impact individual behavior on what it takes to be in good standing (the norm) and directs the appropriate behavior for each circumstance. The climate is the feel of the organization, the individual and shared perceptions and attitudes of the organization's members (Ivancevich, Konopaske, Matteson, 2007). While the culture is the deeply rooted nature of the organization that is a result of long-held formal and informal systems, rules, traditions, and customs; climate is a short-term phenomenon created by the current leadership. Climate represents the beliefs about the feel of the organization by its members. This individual perception of the feel of the organization comes from what the people believe about the activities that occur in the organization. These activities influence both individual and team motivation and satisfaction, such as: How well does the leader clarify the priorities and goals of the organization? What is expected of us? What is the system of recognition, rewards, and punishments in the organization? How competent are the leaders? Are leaders free to make decisions? What will happen if I make a mistake? Organizational climate is directly related to the leadership and management style of the leader, based on the values, attributes, skills, and actions, as well as the priorities of the leader. Compare this to ethical climate the feel of the organization about the activities that have ethical content or those aspects of the work environment that constitute ethical behavior. The ethical climate is the feel about whether we do things right; or the feel of whether we behave the way we ought to behave. The behavior (character) of the leader is the most important factor that influences the climate. On the other hand, culture is a long-term, complex phenomenon. Culture represents the shared expectations and self-image of the organization. The mature values that create tradition or the way we do things here. Things are done differently in every organization. The collective vision and common folklore that define the institution are a reflection of culture. Individual leaders cannot easily create or change culture because culture is a part of the organization. Culture influences the characteristics of the climate by its effect on the actions and thought processes of the leader. But, everything you do as a leader will affect the climate of the organization.For information on culture, see Long-Term Short-Term OrientationThe Process of Great LeadershipThe road to great leadership (Kouzes & Posner, 1987) that is common to successful leaders: Challenge the process - First, find a process that you believe needs to be improved the most. Inspire a shared vision - Next, share your vision in words that can be understood by your followers. Enable others to act - Give them the tools and methods to solve the problem. Model the way - When the process gets tough, get your hands dirty. A boss tells others what to do; a leader shows that it can be done. Encourage the heart - Share the glory with your followers' hearts, while keeping the pains within your own. Next StepsGo to the next chapter: LeadingReturn to the main Leadership SitePerform a Leadership Activity: Leadership Self-Assessment Survey (short version) Leadership Self-Assessment Survey (long version) Culture and ClimateReferencesBass, Bernard (1990). From transactional to transformational leadership: learning to share the vision. Organizational Dynamics, 18, (3), Winter, 1990, 19-31.Ivancevich, J., Konopaske, R., Matteson, M. (2007). Organizational Behavior and Management. New York: McGraw-Hill Irwin.Jago, A. G. (1982). Leadership: Perspectives in theory and research. Management Science, 28(3), 315-336.Kotter, J. P. (1990). A Force for Change: How Leadership Differs From Management. New York: Free Press.Kouzes, J. M. & Posner, B. Z. (1987). The Leadership Challenge. San Francisco: Jossey-Bass. Lamb, L. F., McKee, K. B. (2004). Applied Public Relations: Cases in Stakeholder Management. Mahwah, New Jersey: Lawrence Erlbaum Associates. Routledge.Mischel, W. 1968. Personality and Assessment . New York: Wiley.Newstrom, J. & Davis, K. (1993). Organization Behavior: Human Behavior at Work. New York: McGraw-Hill.Northouse, G. (2007). Leadership theory and practice. (3rd ed.) Thousand Oaks, CA: Sage Publications.Rowe, W. G. (2007). Cases in Leadership. Thousand Oaks, CA: Sage Publications.Stogdill, R. M.(1989). Stogdill's Handbook of Leadership: A Survey of Theory and Research. Bass, B. (ed.) New York: Free Press. U.S. Army. (1983). Military Leadership. Field Manual 22-100. Washington, DC: U.S. Government Printing Office. - See more at: http://www.nwlink.com/~donclark/leader/leadcon.html#sthash.cCl9LivS.dpufConcepts of 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. Program directors and managers can use this resource to inspire staff to higher levels of teamwork. This article defines concepts of leadership in terms of what a leader must be, know, and do. Reprinted with permission from Donald Clark.

Good leaders are made not born. If you have the desire and willpower, you can become an effective leader. Good leaders develop through a never ending process of self-study, education, training, and experience. This guide will help you through that process. To inspire your workers into higher levels of teamwork, there are certain things you must be, know, and do. These do not come naturally, but are acquired through continual work and study. Good leaders are continually working and studying to improve their leadership skills; they are NOT resting on their laurels. Before we get started, let's define 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. Although your position as a manager, supervisor, lead, etc. gives you the authority to accomplish certain tasks and objectives in the organization, this power does not make you a leader...it simply makes you the boss. Leadership differs in that it makes the followers want to achieve high goals, rather than simply bossing people around. Bass' (1989 & 1990) theory of leadership states that there are three basic ways to explain how people become leaders. The first two explain the leadership development for a small number of people. These theories are: Some personality traits may lead people naturally into leadership roles. This is the Trait Theory. A crisis or important event may cause a person to rise to the occasion, which brings out extraordinary leadership qualities in an ordinary person. This is the Great Events Theory. People can choose to become leaders. People can learn leadership skills. This is the Transformational Leadership Theory. It is the most widely accepted theory today and the premise on which this guide is based. When a person is deciding if she respects you as a leader, she does not think about your attributes, rather, she observes what you do so that she can know who you really are. She uses this observation to tell if you are an honorable and trusted leader or a self-serving person who misuses authority to look good and get promoted. Self-serving leaders are not as effective because their employees only obey them, not follow them. They succeed in many areas because they present a good image to their seniors at the expense of their workers. The basis of good leadership is honorable character and selfless service to your organization. In your employees' eyes, your leadership is everything you do that effects the organization's objectives and their well-being. Respected leaders concentrate on what they are [be] (such as beliefs and character), what they know (such as job, tasks, and human nature), and what they do (such as implementing, motivating, and providing direction). What makes a person want to follow a leader? People want to be guided by those they respect and who have a clear sense of direction. To gain respect, they must be ethical. A sense of direction is achieved by conveying a strong vision of the future. The Two Most Important Keys to Effective Leadership A Hay's study examined over 75 key components of employee satisfaction. They found that: Trust and confidence in top leadership was the single most reliable predictor of employee satisfaction in an organization. Effective communication by leadership in three critical areas was the key to winning organizational trust and confidence: 1. Helping employees understand the company's overall business strategy. 2. Helping employees understand how they contribute to achieving key business objectives. 3. Sharing information with employees on both how the company is doing and how an employee's own division is doing -- relative to strategic business objectives. So in a nutshell -- you must be trustworthy and you have to be able to communicate a vision of where the organization needs to go. The next section, "Principles of Leadership", ties in closely with this key concept.

Principles of Leadership To help you be, know, and do; (U.S. Army, 1973) follow these eleven principles of leadership (later chapters in this guide expand on these and provide tools for implementing them): 1. Know yourself and seek self-improvement - In order to know yourself, you have to understand your own be, know, and do, attributes. Seeking self-improvement means continually strengthening your attributes. This can be accomplished through self-study, formal classes, reflection, and interacting with others. 2. Be technically proficient - As a leader, you must know your job and have a solid familiarity with your employees' tasks. 3. Seek responsibility and take responsibility for your actions - Search for ways to guide your organization to new heights. And when things go wrong, they always do sooner or later -- do not blame others. Analyze the situation, take corrective action, and move on to the next challenge. 4. Make sound and timely decisions - Use good problem solving, decision making, and planning tools. 5. Set the example - Be a good role model for your employees. They must not only hear what they are expected to do, but also see. We must become the change we want to see - Mahatma Gandhi 6. Know your people and look out for their well-being - Know human nature and the importance of sincerely caring for your workers. 7. Keep your workers informed - Know how to communicate with not only them, but also seniors and other key people. 8. Develop a sense of responsibility in your workers - Help to develop good character traits that will help them carry out their professional responsibilities. 9. Ensure that tasks are understood, supervised, and accomplished - Communication is the key to this responsibility. 10. Train as a team - Although many so called leaders call their organization, department, section, etc. a team; they are not really teams...they are just a group of people doing their jobs. 11. Use the full capabilities of your organization - By developing a team spirit, you will be able to employ your organization, department, section, etc. to its fullest capabilities.

Factors of leadership There are four major factors in leadership:

Follower Different people require different styles of leadership. For example, a new hire requires more supervision than an experienced employee. A person who lacks motivation requires a different approach than one with a high degree of motivation. You must know your people! The fundamental starting point is having a good understanding of human nature, such as needs, emotions, and motivation. You must become to know your employees' be, know, and do attributes. Leader You must have an honest understanding of who you are, what you know, and what you can do. Also, note that it is the followers, not the leader who determines if a leader is successful. If they do not trust or lack confidence in their leader, then they will be uninspired. To be successful you have to convince your followers, not yourself or your superiors, that you are worthy of being followed. Communication You lead through two-way communication. Much of it is nonverbal. For instance, when you "set the example," that communicates to your people that you would not ask them to perform anything that you would not be willing to do. What and how you communicate either builds or harms the relationship between you and your employees. Situation All are different. What you do in one situation will not always work in another. You must use your judgment to decide the best course of action and the leadership style needed for each situation. For example, you may need to confront an employee for inappropriate behavior, but if the confrontation is too late or too early, too harsh or too weak, then the results may prove ineffective. Various forces will affect these factors. Examples of forces are your relationship with your seniors, the skill of your people, the informal leaders within your organization, and how your company is organized.

Attributes If you are a leader who can be trusted, then those around you will grow to respect you. To be such a leader, there is a Leadership Framework to guide you: BE a professional. Examples: Be loyal to the organization, perform selfless service, and take personal responsibility. BE a professional who possess good character traits. Examples: Honesty, competence, candor, commitment, integrity, courage, straightforwardness, imagination. KNOW the four factors of leadership - follower, leader, communication, and situation. KNOW yourself. Examples: strengths and weakness of your character, knowledge, and skills. KNOW human nature. Examples: Human needs, emotions, and how people respond to stress. KNOW your job. Examples: be proficient and be able to train others in their tasks. KNOW your organization. Examples: where to go for help, its climate and culture, who the unofficial leaders are. DO provide direction. Examples: goal setting, problem solving, decision making, planning. DO implement. Examples: communicating, coordinating, supervising, evaluating. DO motivate. Examples: develop moral and esprit in the organization, train, coach, counsel.

References: Bass, B. (1989). Stogdill's Handbook of Leadership: A Survey of Theory and Research. NY: Free Press. Bass, B. (1990). From Transactional to Transformational Leadership: Learning to Share the Vision. Organizational Dynamics. Vol. 18(3), 19-31. U.S. Army Handbook. (1973). Military Leadership.

See also: http://www.nwlink.com/~donclark/leader/leadcon.html

Concepts of Leadership. Clark, Donald. Leadership Training and Development Outline. 2005. English.What is Leadership and What Makes a Good Leader?Posted on April 19, 2013 by Search Inside Yourself Leadership InstituteThere are many definitions of leadership. The Collins English dictionary defines leadership as the leader(s) of a party or group. Yet true leadership is much more than that. A leader can be the CEO of an organization, or a first year employee who leads his or her team to success behind the scenes. A leader might lead through official authority and power, yet just as often great leaders lead through inspiration, persuasion and personal connections.So what is leadership? One great definition is:Leadership is the art of leading others to deliberately create a resultthat wouldnt have happened otherwise.

Its not just the creation of results that makes good leadership. Good leaders are able to deliberately create challenging results by enlisting the help of others. They can single handedly turn failing companies into Fortune 500 organizations. They can change company cultures. Good leadership is an essential key to corporate success.The Characteristics of a Good LeaderWhat makes a good leader? Here are some of their most important characteristics:Self-Awareness. You have an intimate knowledge of your inner emotional state. You know your strengths and your weaknesses. You know when youre working in flow and you know when youre over worked. You know yourself, including your capabilities and your limitations, which allows you to push yourself to your maximum potential.Self-Direction. Youre able to direct yourself effectively and powerfully. You know how to get things done, how to organize tasks and how to avoid procrastination. You know how to generate energy for projects, to calm yourself when angered. You can make decisions quickly when necessary, but can also slow to consider all the options on the table.Vision. Youre working towards a goal thats greater than yourself. It could be something small, like the success of the team, or a larger vision like world peace. Working towards a vision is far more inspiring than working towards personal gain.Ability to Motivate. Leaders dont lead by telling people what they have to do. Instead, leaders cause people to want to help them. A key part of this is cultivating your own desire to help others. When others sense that you want to help them, they in turn want to help you.Social Awareness. Understanding social networks and key influencers in that social network is another key part of leadership. Who in the organization has the most clout, both officially and unofficially? Who moves the hearts of the group?These are some of the most important characteristics of good leaders.Emotional Intelligence and LeadershipMost of these traits tie directly into emotional intelligence (EQ). Leaders with high EQ are intrinsically more self-aware. They understand their mental processes and know how to direct themselves. Theyre more in touch with what theyre deeply passionate about. They naturally care more for others and receive more compassion in return. Theyre more socially in tune.Leadership is more often than not about soft skills rather than hard skills. Yes, a leader who understands what drives the bottom line is valuable. Yet its the leader who can get others to perform at their best who ultimately creates winning organizations.What are some of the main ways you see your leadership skills impacting your workplace performance?

Qualities of leadership successful.L=listeningGood listening is required in order to understand employee attitudes and motivators.get to know the employees by asking a lot of open ended questions.when leader ask questions,you have a chance to listen,and when you listen,you being to better understand employee motivations,body language and issues.get the m to speak of issues that confront them nd unable them to find solution.Offer challenges to corporate issues with solutions. And provide credit to the employee with a solid replyI=enthusiasmEmployee want to be motivated. This begins with positive energy and positive commitment.leadership Personal ills and corporate pressures are unimportant to their employees.They are concerned about no. one-themselves.in good times and bad leader must always express a positive and energetic attitude.finish line energy gets finish line result.AwarenessBe aware of issues that non verbal.leaders must have akeen sense that denotes when employees are happy,frustrated, tired or overwhelmed he must sense the issues and eliminate it quickly so that leader keeps organizational harmony.DecisiveEmployees loathe procrastinators,even if they are a procrastinators! They want quick,they want quick and meaningful replies.leaders do not ponder,they make quick decisions to difficult problems to find immediate solutionsE=equalThe clich equal pay, for equal treatment is so true.leaders do not treat employees based on title,age race,religion.etc. leaders understand that everyone and everywhere in the organization is equal.R=rewardAdults desires more than just money with work. They desire recognition and kudos for a job well done.However,in todays marketplace,employees although happy, are looking for more contentment from their current job. This sense of pride and self worth is a large isssue for most people.S=shallow mission/visionLeaders understand the reasons of having corporate and divisional mission and vision statements.these statements of purpose enables employees to understand.Who the firm isWhere they are goningHow they will get thereTrue leaders establish mission as a roadmap to future successH=hypocriteLeaders make decision and stick with them.leaders understand that reversing decisions make them a hypocrite. Further leaders take action when they offer action.I=isolateLeaders believe in team work and team play. Every employees counts towards the bottom line.leaders do not isolate themselves from the team do not isolate the team from each otherP=positiveIn good times and in bad leaders creat positive communication and feedback to bemployees positive and meaningful communication creates loyality and mutual exchange of ideas and attitudes. When ideas are fresh and positive ,priofits and productivity soar!Trait Leadership Theories

Trait theories are based on qualities of an individual person. It is believed that people are born with certain traits or characteristics that will allow them to lead. There have been studies of what people think are the best leadership traits that an individual needs to lead. Some of the traits or characteristics are:

Intelligence

Accepts responsibility easily

Understands the needs of followers

Able to motivate people

Trustworthy

Good decision maker

Self confident

Assertive

Flexible

Need for power

The trait leadership theories assumes there are certain traits that all leaders need to have whether in a war, a company or in a classroom. Also, one situation might require a leader to have a group of traits that might differ from another situation.

Behavioral Leadership TheoriesBehavioral theories looked at how leaders behavedwhich developed into different leadership styles. In essence, they define leadership as learned, not something you're born with. There are four styles:

Focus on the work - where leaders organize people to get the job done in the most efficient manner.

Focus on the people - where leaders make sure the workers needs are met, they are happier and will put more effort into getting the work done.

Direct leader - where the leader makes all the decisions for others and expects them to follow.

Participative leader - where the leader gets the input from others to make a decision to benefit everyone as a whole.

With behavioral theories, a leader can't just choose one style and use it. The type of work, environment and the people all determine which style can be used. Not every leader can move from one style to another based upon circumstances.

Situational Leadership TheoriesSituational theories lean towards the different styles of leadership. The type of leadership needed changes from situation to situation. Those leaders that could adapt to the different situations were the most sought after people. Just having different styles of leadership isn't enough. That person must be able to apply the leadership style to the various situations where they can take control and influence the people.By looking at Hersey and Blanchard's leadership styles you can see that situational leadership follows the same styles as the behavioral theories.

High Task, Low Relationship - This approach is good for menial jobs and tasks that need to be completed quickly. The leader tells the workers what needs to be done and how it is to be done.

High Task, High Relationship - This approach has the leader give most of the direction, but allows the workers to contribute. This is good for those just learning the task, such as coaching sports teams, new hires at a firm, etc.

High Relationship, Low Task - This approach shares the decision making between the leader and the workers. Workers are able but unsure of what needs to be done.

Low Relationship, Low Task - This approach has the leader identify the problem and passes responsibility on to the workers to get the job done. Many companies run on this model, where the CEO passes the responsibility onto the managers.

Some of the issues with this model are cultures, beliefs, how people would perform the work and the relationships between leaders and the workers. Other issues depend on whether the leader is male or female. In general, women focus more on relationships and men focus more on tasks.

Management Leadership TheoriesManagement theories are also known as transactional theories. It follows a system of reward and punishment for the work performed by subordinates. If people are successful, they are rewarded with bonuses, prizes, etc. Many businesses use this type of leadership.

Relationship Leadership TheoriesRelationship theories are also know as transformational theories. This theory is based on a relationship between the leader and the follower. The leader wants to motivate everyone to work for the group, not just for themselves. The leader also strives for each individual to reach his or her potential. In the end, the whole group or organization will benefit from everyone's effort.As you can see, there have been many leadership theories over time. There is no right or wrong way to lead. Many people use a few aspects of more than one theory when leading others. Throughout your life, you will come across many leadership styles.Everyone still looks to the leaders for problem solving, they have special traits and characteristics and they help point followers in the right direction. Some people seem to be natural born leaders and others can learn to be a leader. I lean towards the situational leadership theories, because for some people a conflict or some other situation will kick them in gear and they take control of things when there seems to be no one leading. http://www.personalized-leadership.com/leadership-theories.html

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Definition of Leadership

Leadership Characteristics

Effective Time Management

Team Building Ideas

Effective Business Communication

Definition of Success

What is the Definition of Leadership?The definition of leadership has a different meaning to different people. It all depends on their situation, organization they're in and how they like to lead.

If you look up the meaning of leadership in the Internet, you come up with a variety of different answers. Most definitions are based on the organizational needs at the time. One company can have their own meaning of leadership that's completely different from another place.Recently, I watched a program that discussed how different companies became successful. Good leadership skills is what brought each company to the level it is at today. Each organization had a different approach to leadership styles. One company believed that everyone in the organization should have fun and the leader should be part of the fun. Another felt it was important to share the successes with all the employees. Still another company felt that working hard was the ticket to success.As you can see, each of these companies defined leadership differently. The one thing they did have in common was influence.

The person leading each organization had their own definition of leadership but it all came down to how their behavior influenced the employees to work so that they could reach a common goal.There isn't a common definition that applies to all leaders. Instead, you have the right leader for each different situation. But, do you have the right leader? There are so many leadership traits that constitute a good leader. Not every leader has every attribute. It would be impossible to find. Instead there are good leaders that possess the leadership characteristics necessary for the situation. It's not the leadership traits that you possess that makes you successful. It's what you do with the traits that really matter.

Leadership QuotesBelow I have included a perspective of how other people define leadership. I have included several different leadership quotes on the definition of leadership. For more quotes, check out the leadership quotes and quotes on leadership pages.

"The quality of a leader is reflected in the standards they set for themselves."- Ray Kroc"An effective leader is defined by results not whether they make great speeches or is liked."- Peter Drucker

"The process of influencing others to perform a task by providing purpose, diretion and motivation."- The Army"Leadership is influence, nothing more, nothing less.- John Maxwell"Leadership is someone who gives hope."- Tom Peters

"A true leader is someone who inspires others to become moreof who they truly are. They bring out the talent in people and have them put it to use over and over. They inspire others to be more than they ever dreamed of."- Anthony Robbins"A leader is someone that people follow."- Warren Buffett

"Good leaders make people feel that they're at the very heart of things, not the periphery."http://www.personalized-leadership.com/definition-of-leadership.html- Warren BennisTop Leadership Characteristics

Honesty - A leader must be ethical and have good integrity. People need to trust you. You also need to trust yourself., know what you want to do and are willing to sacrifice some things to get there.

Looking forward - You need to know where you want to go and have a vision of the future. Your vision also needs to include what your followers want as well. A leader needs to make clear their message and tie it into others' hopes and dreams. Without this you won't have followers.Inspirational - As a leader you need to be positive and excited about your vision. Your enthusiasm will show when asking others to get onboard with you. The more positive you are the more effort others will put out to help your cause.Competency - You need to show that you are capable of getting things done. Your followers want to know that you will make good on your promises and are willing to learn new things right along side the followers.These leadership characteristics have stood the test of time. Other qualities are important, but these seem to be the most significant.http://www.personalized-leadership.com/leadership-characteristics.html

Leadership StylesChoosing the Right Approach for the SituationSituational Leadership is a registered trademark of the Center for Leadership Studies.Find out what makes a great leader,with James Manktelow & Amy Carlson.From Mahatma Gandhi and Winston Churchill, to Martin Luther King and Steve Jobs, there can be as many ways to lead people as there are leaders. Fortunately, businesspeople and psychologists have developed useful frameworks that describe the main ways that people lead.When you understand these frameworks, you can develop your own approach to leadership, and become a more effective leader as a result.In this article, we'll highlight some of the common approaches to leadership that you can use. We'll also look at some specific leadership styles, and we'll explore the advantages and disadvantages of each type.Note:These leadership styles and frameworks are based on several different approaches to leadership. You can read more about these approaches in our article on Core Leadership Theories .Useful Leadership Style FrameworksSo, let's look at some useful approaches shown mainly in the order they appeared that you can use to become a more effective leader. Your own, personal approach is likely to be a blend of these, depending on your own preferences, your people's needs, and the situation you're in.Lewin's Leadership StylesPsychologist Kurt Lewin developed his leadership styles framework in the 1930s, and it provided the foundation of many of the approaches that followed afterwards. He argued that there are three major leadership styles:1. Autocratic leaders make decisions without consulting their team members, even if their input would be useful. This can be appropriate when you need to make decisions quickly, when there's no need for team input, and when team agreement isn't necessary for a successful outcome. However, this style can be demoralizing, and it can lead to high levels of absenteeism and staff turnover. 2. Democratic leaders make the final decisions, but they include team members in the decision-making process. They encourage creativity, and people are often highly engaged in projects and decisions. As a result, team members tend to have high job satisfaction and high productivity. This is not always an effective style to use, though, when you need to make a quick decision.3. Laissez-faire leaders give their team members a lot of freedom in how they do their work, and how they set their deadlines. They provide support with resources and advice if needed, but otherwise they don't get involved. This autonomy can lead to high job satisfaction, but it can be damaging if team members don't manage their time well, or if they don't have the knowledge, skills, or self motivation to do their work effectively. (Laissez-faire leadership can also occur when managers don't have control over their work and their people.)Lewin's framework is popular and useful, because it encourages managers to be less autocratic than they might instinctively be.The Blake-Mouton Managerial GridThe Blake-Mouton Managerial Grid was published in 1964, and it highlights the best leadership style to use, based on your concern for your people and your concern for production/tasks. With a people-oriented leadership style, you focus on organizing, supporting, and developing your team members. This participatory style encourages good teamwork and creative collaboration. With task-oriented leadership, you focus on getting the job done. You define the work and the roles required, put structures in place, and plan, organize, and monitor work.According to this model, the best leadership style to use is one that has both a high concern for people and a high concern for the task it argues that you should aim for both, rather than trying to offset one against the other. Clearly, this is an important idea!The Hersey-Blanchard Situational Leadership TheoryFirst published in 1969, the Hersey-Blanchard Situational Leadership Theory argues that you need to use different leadership styles depending on the maturity of your team members. The model argues that with relatively immature individuals, you need a more directing approach, while with higher maturity people, you need a more participative or delegating leadership style.You can use this model in most business situations, regardless of whether you want to build a new team or develop an existing one.Path-Goal TheoryYou may also have to think about what your team members want and need. This is where Path-Goal Theory published in 1971 is useful.For example, highly-capable people, who are assigned to a complex task, will need a different leadership approach from people with low ability, who are assigned to an ambiguous task. (The former will want a participative approach, while the latter need to be told what to do.) With Path-Goal Theory, you can identify the best leadership approach to use, based on your people's needs, the task that they're doing, and the environment that they're working in.Six Emotional Leadership StylesDaniel Goleman, Richard Boyatzis, and Annie McKee detailed their Six Emotional Leadership Styles theory in their 2002 book, "Primal Leadership." The theory highlights the strengths and weaknesses of six leadership styles that you can use Visionary, Coaching, Affiliative, Democratic, Pacesetting, and Commanding. It also shows how each style can affect the emotions of your team members.Flamholtz and Randle's Leadership Style MatrixFirst published in 2007, Flamholtz and Randle's Leadership Style Matrix shows you the best leadership style to use, based on how capable people are of working autonomously, and how creative or "programmable" the task is. The matrix is divided into four quadrants each quadrant identifies two possible leadership styles that will be effective for a given situation, ranging from "autocratic/benevolent autocratic" to "consensus/laissez-faire."Transformational LeadershipThese leadership style frameworks are all useful in different situations, however, in business, "transformational leadership " is often the most effective leadership style to use. (This was first published in 1978, and was then further developed in 1985.)Transformational leaders have integrity and high emotional intelligence . They motivate people with a shared vision of the future, and they communicate well. They're also typically self-aware , authentic , empathetic , and humble .Transformational leaders inspire their team members because they expect the best from everyone, and they hold themselves accountable for their actions. They set clear goals, and they have good conflict-resolution skills . This leads to high productivity and engagement. However, leadership is not a "one size fits all" thing; often, you must adapt your approach to fit the situation. This is why it's useful to develop a thorough understanding of other leadership frameworks and styles; after all, the more approaches you're familiar with, the more flexible you can be.Specific Leadership StylesAs well as understanding the frameworks that you can use to be a more effective leader, and knowing what it takes to be a transformational leader, it's also useful to learn about more general leadership styles, and the advantages and disadvantages of each one.Let's take a look at some other leadership styles that are interesting, but don't fit with any of the frameworks above. Note:Remember, not all of these styles will have a positive effect on your team members, either in the short or long term. (See our article on Dunham and Pierce's Leadership Model for more on how your actions as a leader will affect your team.)Bureaucratic LeadershipBureaucratic leaders follow rules rigorously, and ensure that their people follow procedures precisely. This leadership style is appropriate for work involving serious safety risks (such as working with machinery, with toxic substances, or at dangerous heights), or with large sums of money. Bureaucratic leadership is also useful for managing employees who perform routine tasks.This style is much less effective in teams and organizations that rely on flexibility, creativity, or innovation.Charismatic LeadershipA charismatic leadership style resembles transformational leadership: both types of leaders inspire and motivate their team members. The difference lies in their intent. Transformational leaders want to transform their teams and organizations, while leaders who rely on charisma often focus on themselves and their own ambitions, and they may not want to change anything.Charismatic leaders might believe that they can do no wrong, even when others warn them about the path that they're on. This feeling of invincibility can severely damage a team or an organization, as was shown in the 2008 financial crisis.Servant LeadershipA "servant leader" is someone, regardless of level, who leads simply by meeting the needs of the team. The term sometimes describes a person without formal recognition as a leader.These people often lead by example. They have high integrity and lead with generosity . Their approach can create a positive corporate culture, and it can lead to high morale among team members. Supporters of the servant leadership model suggest that it's a good way to move ahead in a world where values are increasingly important, and where servant leaders can achieve power because of their values, ideals, and ethics . However, others believe that people who practice servant leadership can find themselves "left behind" by other leaders, particularly in competitive situations.This leadership style also takes time to apply correctly: it's ill-suited to situations where you have to make quick decisions or meet tight deadlines.Transactional LeadershipThis leadership style starts with the idea that team members agree to obey their leader when they accept a job. The "transaction" usually involves the organization paying team members in return for their effort and compliance on a short-term task. The leader has a right to "punish" team members if their work doesn't meet an appropriate standard.Transactional leadership is present in many business leadership situations, and it does offer some benefits. For example, it clarifies everyone's roles and responsibilities. And, because transactional leadership judges team members on performance, people who are ambitious or who are motivated by external rewards including compensation often thrive.The downside of this style is that, on its own, it can be chilling and amoral, and it can lead to As a result, team members can often do little to improve their job satisfaction.http://www.mindtools.com/pages/article/newLDR_84.htm

Leadership Theories: The 8 Major Leadership Theories The Eight Major The

What exactly makes a great leader? Do certain personality traits make people better-suited to leadership roles, or do characteristics of the situation make it more likely that certain people will take charge? When we look at the leaders around us be it our employer or the President we might find ourselves wondering exactly why these individuals excel in such positions.People have long been interested in leadership throughout human history, but it has only been relatively recently that a number of formal leadership theories have emerged. Interest in leadership increased during the early part of the twentieth century. Early leadership theories focused on what qualities distinguished between leaders and followers, while subsequent theories looked at other variables such as situational factors and skill levels.While many different leadership theories have emerged, most can be classified as one of eight major types:1. "Great Man" TheoriesHave you ever heard someone described as "born to lead?" According to this point of view, great leaders are simply born with the necessary internal characteristics such as charisma, confidence, intelligence, and social skills that make them natural-born leaders.Great man theories assume that the capacity for leadership is inherent that great leaders are born, not made. These theories often portray great leaders as heroic, mythic and destined to rise to leadership when needed. The term "Great Man" was used because, at the time, leadership was thought of primarily as a male quality, especially in terms of military leadership.2. Trait TheoriesSimilar in some ways to Great Man theories, trait theories assume that people inherit certain qualities and traits that make them better suited to leadership. Trait theories often identify particular personality or behavioral characteristics shared by leaders. For example, traits like extraversion, self-confidence, and courage are all traits that could potentially be linked to great leaders.If particular traits are key features of leadership, then how do we explain people who possess those qualities but are not leaders? This question is one of the difficulties in using trait theories to explain leadership. There are plenty of people who possess the personality traits associated with leadership, yet many of these people never seek out positions of leadership.3. Contingency TheoriesContingency theories of leadership focus on particular variables related to the environment that might determine which particular style of leadership is best suited for the situation. According to this theory, no leadership style is best in all situations. Success depends upon a number of variables, including the leadership style, qualities of the followers and aspects of the situation.4. Situational TheoriesSituational theories propose that leaders choose the best course of action based upon situational variables. Different styles of leadership may be more appropriate for certain types of decision-making. For example, in a situation where the leader is the most knowledgeable and experienced member of a group, an authoritarian style might be most appropriate. In other instances where group members are skilled experts, a democratic style would be more effective.5. Behavioral TheoriesBehavioral theories of leadership are based upon the belief that great leaders are made, not born. Consider it the flip-side of the Great Man theories. Rooted in behaviorism, this leadership theory focuses on the actions of leaders not on mental qualities or internal states. According to this theory, people can learn to become leaders through teaching and observation.6. Participative TheoriesParticipative leadership theories suggest that the ideal leadership style is one that takes the input of others into account. These leaders encourage participation and contributions from group members and help group members feel more relevant and committed to the decision-making process. In participative theories, however, the leader retains the right to allow the input of others.7. Management TheoriesManagement theories, also known as transactional theories, focus on the role of supervision, organization and group performance. These theories base leadership on a system of rewards and punishments. Managerial theories are often used in business; when employees are successful, they are rewarded; when they fail, they are reprimanded or punished. Learn more about theories of transactional leadership.

8. Relationship TheoriesRelationship theories, also known as transformational theories, focus upon the connections formed between leaders and followers. Transformational leaders motivate and inspire people by helping group members see the importance and higher good of the task. These leaders are focused on the performance of group members, but also want each person to fulfill his or her potential. Leaders with this style often have high ethical and moral standards.http://psychology.about.com/od/leadership/p/leadtheories.htm

Effective Leadership Literature ReviewPatrick CarterDr. Dale ManciniEffective leadership is crucial to an organizations success. There are several common characteristics that effective organizational leaders share. Without these characteristics, initiatives and change can fail. Leaders can take many different steps to help keep projects from failing.Leaders need to be self-aware of how their actions are perceived by those they manage (Moment, 2007). Employees will sometimes mirror the behavior of managers. Aghdaei (2008) talks about the philosophy of shadow of a leader, where the leader demonstrates the wanted behavior . Leaders should model hard work for employees (Weiss, 2000). Aghdaei (2008) states that when you repeatedly demonstrate meaningful, positive behavior, people are motivated to follow.Leaders must have enthusiasm for their work so that it spreads to those whom they supervise. That involves leaders believing in the company in which they work. The ability to inspire loyalty and build relationships is a key component of leadership (Newcomb, 2005,). The CEO who wants to be a true leader must be the most vivid example of the culture at work. Only then can the CEO inspire passion in the rest of the team (Hesselbein, Goldsmith, & Somerville, 2002). To get the best out of workers, leaders need to be able to motivate them (Moment, 2007). Leaders should look to all of their employees for new ideas and solutions (Hesselbein, Goldsmith, & Somerville, 2002). Leaders should also cultivate, champion, and then support new ideas and provide an environment for the development and expression of the entrepreneurial spirit (Hesselbein, Goldsmith, & Somerville, 2002). Leaders create the organizational climate to which followers react (Hrebiniak, 2005).DEFINITIONS OF LEADERSHIP BY SCHOLARS

Leadership is the ability to evaluate and or forecast a long term plan or policy and influence the followers towards the achievement of the said strategy.Adeoye Mayowa: A Leadership Manager in Nigeria (2009

" ...leadership is like the Abominable Snowman, whose footprints are everywhere but who is nowhere to be seen"- Bennis & Nanus: 'Leaders: Strategies for Taking Charge' (1997)

"[There are] almost as many definitions of leadership as there are persons who have attempted to define the concept."- Stogdill (1974, p.259)

"A leader is a dealer in hope."-Napoleon Bonaparte, French soldier, statesman, revolutionary (1769-1821)

"A leader is best when people barely know that he exists, not so good when people obey and acclaim him, worst when they despise him. 'Fail to honour people' they fail to honour you.' But of a good leader, who talks little, when his work is done, his aim fulfilled, they will all say, 'We did this ourselves.'"- Lao Tzu, Chinese founder of Taoism, author (6th Century BC)

"A leader shapes and shares a vision which gives point to the work of others."- Charles Handy (1992)

"A manager takes people where they want to go. A great leader takes people where they don't necessarily want to go, but ought to be."- Rosalynn Carter, US First Lady (b.1927)

"As we look ahead into the next century, leaders will be those who empower others."- Bill Gates

"Be willing to make decisions. That's the most important quality in a good leader."- General George S. Patton Jr.

"Leaders are individuals who establish direction for a working group of individuals who gain commitment form these group of members to this direction and who then motivate these members to achieve the direction's outcomes.- Conger, J.A. Learning to Lead San Francisco: Jossey-Bass (1992, p18)

"Leaders are those who consistently make effective contributions to social order, and who are expected and perceived to do so.- Hosking (1988, p.153)

"Leadership (according to John Sculley) revolves around vision, ideas, direction, and has more to do with inspiring people as to direction and goals than with day-to-day implementation. A leader must be able to leverage more than his own capabilities. He must be capable of inspiring other people to do things without actually sitting on top of them with a checklist.

- Bennis, W. On Becoming a Leader Reading, MA: Addison-Wesley Publishing, (1989, p.139)Leadership and learning are indispensable to each other."- John F. Kennedy

"Leadership is a combination of strategy and character. If you must be without one, be without the strategy."- Gen. H. Norman Schwarzkopf

"Leadership is a development of a clear and complete system of expectations in order to identify evoke and use the strengths of all resources in the organization the most important of which is people.- Batten, J.D. Tough-minded Leadership New York: AMACOM (1989 p. 35)

"Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realize your own leadership potential."- Warren Bennis

"Leadership is a process of giving purpose (meaningful direction) to collective effort, and causing willing effort to be expended to achieve purpose.- Jacobs & Jaques (1990, p.281)

"Leadership is a process of influence between a leader and those who are followers. - Hollander (1978, p.1)

"Leadership is a process whereby an individual influences a group of individuals to achieve a common goal."- Northouse (2004, p 3)

"Leadership is an attempt at influencing the activities of followers through the communication process and toward the attainment of some goal or goals.- Donelly, J.H. & Ivancevich, J. M. & Gibson, J.L. Organizations: behavior, structure, processes 5th Ed. Plano,TX: Business Publications Inc. (1985 p362.)

"Leadership is an influence process that enable managers to get their people to do willingly what must be done, do well what ought to be done.- Cribbin, J.J. Leadership: strategies for organizational effectiveness New York: AMACOM (1981)

"Leadership is defined as the process of influencing the activities of an organized group toward goal achievement.- Rauch & Behling (1984, p.46)

"Leadership is discovering the company's destiny and having the courage to follow it.- JoeJaworski - Organizational Learning Center at MIT.

"Leadership is influence - nothing more, nothing less."- John Maxwell, 1998

"Leadership is interpersonal influence, exercised in a situation, and directed, through the communication process, toward the attainment of a specified goal or goals.- Tannenbaum,Weschler & Massarik (1961, p.24)

"Leadership is not a person or a position. It is a complex moral relationship between people, based on trust, obligation, commitment, emotion, and a shared vision of the good."- Joanne Ciulla (1998)

"Leadership is that process in which one person sets the purpose or direction for one or more other persons and gets them to move along together with him or her and with each other in that direction with competence and full commitment.- Jaques E. & Clement, S.D. Executive Leadership: a practical guide to managing complexity Cambridge, MA: Carson-Hall & Co. Publishers (1994, p.4)

"Leadership is the accomplishment of a goal through the direction of human assistants. A leader is one who successfully marshals his human collaborators to achieve particular ends.- Prentice, W.C.H. Understanding Leadership Harvard Business Review September/October 1961 vol. 39 no. 5 p.143.

"Leadership is the art of influencing others to their maximum performance to accomplish any task, objective or project.- Cohen, W.A. The Art of a Leader Englewood Cliffs,NJ: Prentice Hall (1990, p. 9)

"Leadership is the art of mobilizing others to want to struggle for shared aspirations.- Kouzes, J.M. & Posner, B.Z. The Leadership Challenge San Francisco: Jossey-Bass (1995, p.30)"Leadership is the behavior of an individual when he is directing the activities of a group toward a shared goal.- Hemphill & Coons (1957, p.7)

"Leadership is the capacity to translate vision into reality.- Warren G. Bennis

"Leadership is the incremental influence that a person has beyond his or her formal authority."- (Vecchio, 1988)

"Leadership is the influential increment over and above mechanical compliance with the routine directives of the organization.- Katz & Kahn (1978, p. 528)

"Leadership is the initiation and maintenance of structure in expectation and interaction.- Stogdill (1974, p.411)

"Leadership may be considered as the process (act) of influencing the activities of an organized group in its efforts toward goal setting and goal achievement.- Stogdill, (1950, p.3)

"Leadership requires using power to influence the thoughts and actions of other people.- Zalenik, A. Managers and Leaders: are they different?, Harvard Business Review March/April 1992 p.126.

"Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall."- Stephen R. Covey

"People ask the difference between a leader and a boss. . . . The leader works in the open, and the boss in covert. The leader leads, and the boss drives."- Theodore Roosevelt

"The final test of a leader is that he leaves behind in others the conviction and will to carry on."- Walter Lippman

"The first responsibility of a leader is to define reality. The last is to say thank you. In between the two, the leader must become a servant and a debtor. That sums up the progress of an artful leader."- Max DePree

"The function of leadership is to produce more leaders, not more followers."- Ralph Nadar

"The growth and development of people is the highest calling of leadership."- Harvey S. Firestone

"The job of the leader is to speak to the possibility."

- Benjamin Zander, British conductor, management presenter (b.1939)

"The key to successful leadership today is influence, not authority."- Kenneth Blanchard, US management author, presenter (b.1939)

"The only definition of a leader is someone who has followers."- The Drucker Foundation, 1996

"You manage things, you lead people."- Admiral Grace Murray Hooper, US naval officer (1906-1992)

A leader is the person in a group who directs and coordinates task-oriented group activities. - Fiedler (1967)Leaders are those who consistently make effective contributions to social order and who are expected and perceived to do so.- Hosking (1988)

Leadership is a social process in which one individual influences the behaviour of others without the use of threat or violence.- Buchannan and Huczynski (1997, p.606)

Leadership is about articulating visions, embodying values, and creating the environment within which things can be accomplished.- Richards and Engle (1986)

Leadership is the ability to step outside the culture to start evolutionary change processes that are more adaptive.- Schein (1992)

Leadership is the creation of a vision about a desired future state which seeks to enmesh all members of an organisation in its net.- Bryman (1986, p. 6)

Leadership is the lifting of a mans vision to higher sights, the raising of a mans performance to a higher standard, the building of a mans personality beyond its normal limitations.- Drucker, P. F. (1955)

Leadership is the process of influencing the activities of an individual or a group in efforts toward goal achievement in a given situation.- Hersey, P. & Blanchard, K. Management of Organizational Behavior. Englewood Cliffs, NJ: Prentice Hall (1988 p. 86)

Leadership is the process of making sense of what people are doing together so that people will understand and be committed.- Drath & Palus (1994)

Leadership: the art of getting someone else to do something you want done because he wants to do it.Text Color- Dwight D Eisenhower (1890 - 1969) US Statesman

One of the hardest tasks of leadership is understanding that you are not what you are, but what you're perceived to be by others.- Edward L. Flom, CEO of the Florida Steel Corporation, in a speech, May 6, 1987.

Leadership is all hype. We've had three great leaders in this century - Hitler, Stalin and Mao.-Peter Drucker, quoted in Fortune, 21/02/94

Leadership is an intangible quality with no clear definition. That's probably a good thing, because if the people who were being led knew the definition, they would hunt down their leaders and kill them.- Scott Adams, The Dilbert Principle (1996)

"Leadership: The capacity and will to rally people to a common purpose together with the character that inspires confidence and trust"- Field Marshal Montgomery

"A Leader: A person responsible for achieving objectives through others by creating the conditions in which they may be successful and for building and maintaining the team that he or she is a member of."- Jeremy Tozer

"Leadership is a purposeful relationship, which occurs episodically among participants, who use their individual skills in influence, to advocate transforming change."- (c) Michael S. Kearns, 2005

"Leadership is an influence relationship among leaders and followers who intend real changes that reflect their mutual purposes."- Joseph Rost, Leadership in the 21st Century, (1993, p.102)

The servant-leader is servant firstIt begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead- (Greenleaf, 1970)

My definition of a leader . . . is a man who can persuade people to do what they don't want to do, or do what they're too lazy to do, and like it.- Harry S. Truman, 1884-1972, Thirty-third President of the United States, Miller, More Plan Speaking

You cannot manage men into battle. You manage things; you lead people.- Grace Hopper, Admiral, U. S. Navy (retired), Nova ( PBS TV), 1986

The superior leader gets things done with very little motion. He imparts instruction not through many words but through a few deeds. He keeps informed about everything but interferes hardly at all. He is a catalyst, and though things would not get done well if he weren'tt there, when they succeed he takes no credit. And because he takes no credit, credit never leaves him.- Lao Tse, Tao Te Ching

Leadership occurs when one person induces others to work toward some predetermined objectives.- Massie

Leadership is the ability of a superior toinfluence the behavior of a subordinate or group and persuade them to follow a particular course of action.- Chester Bernard

Leadership is the art to of influencing and directing people in such a way that will win their obedience, confidence, respect and loyal cooperation in achieving common objectives.- U. S. Air Force

The feminine leadership style emphasizes cooperation over competition; intuition as well as rational thinking in problem solving, team structures where power and influence are shared within the group . . . interpersonal competence; and participative decision making.

- Marilyn Loden, Founder and president, Loden Associates, Management Review, December 1987

The first job of a leader is to define a vision for the organization.... Leadership of the capacity to translate vision into reality.- Warren Bennis, President, University of Cincinnati, University of Maryland symposium, January 21, 1988

The ultimate test of practicalleadership is the realization of intended, real change that meets peoples enduring needs.- James MacGregor Burns

Managers have subordinatesleaders have followers.- Murray Johannsen

If your actions inspire others to dream more, learn more, do more and become more, you are a leader.- John Quincy Adams quotes (American 6th US President (1825-29), eldest son of John Adams, 2nd US president. 1767-1848)

I am looking for a lot of men who have an infinite capacity to not know what can't be done.- Henry Ford

Leadership is a two-way street, loyalty up and loyalty down. Respect for one's superiors; care for one's crew.- Grace Hopper, Admiral, U. S. Navy (retired), Speech, Washington, D. C., February 1987

As for the best leaders, the people do not notice their existence. The next best, the people honor and praise. The next, the people fear; the next, the people hate- Lao Tse, 604-531 B. C., Chinese philosopher and founder of Taoism, Tao Te ChingPosted by Mayowa Adeoye at 10:06 AM 2 commentsThe situational leadership theory,is a leadership theory developed by Paul Hersey, professor and author of the book Situational Leader, and Ken Blanchard, leadership guru and author of The One Minute Manager, while working on the first edition of Management of Organizational Behavior (now in its 10th edition).[1] The theory was first introduced as "Life Cycle Theory of Leadership".[2] During the mid-1970s, "Life Cycle Theory of Leadership" was renamed "Situational Leadership theory".[3]In the late 1970s/early 1980s, the authors both developed their own models using the situational leadership theory; Hersey - Situational Leadership Model and Blanchard et al. Situational Leadership II Model.[4]The fundamental underpinning of the situational leadership theory is that there is no single "best" style of leadership. Effective leadership is task-relevant, and the most successful leaders are those that adapt their leadership style to the maturity ("the capacity to set high but attainable goals, willingness and ability to take responsibility for the task, and relevant education and/or experience of an individual or a group for the task") of the individual or group they are attempting to lead or influence. Effective leadership varies, not only with the person or group that is being influenced, but it also depends on the task, job or function that needs to be accomplished.[5]The Hersey-Blanchard Situational Leadership Model rests on two fundamental concepts; leadership style and the individual or group's maturity level.ContentsBass defines leadership stylesAs the word "transformation" suggests, Bass Transformational Leadership Theory is one of a set of various Transformational Leadership Theories. More information of a general nature about these can be found in the article Transformational Theories. Burns originally said that leaders can transform the life of followers by altering their perceptions, aspirations, expectations, values, and so forth. Qualities within the leader her or himself are behind the changes. The leader demonstrates, communicates, and does whatever it takes to get the audience see a vision and exhort them to do things. Bass main contribution in 1985 to Burns' original theory was describing psychological mechanisms and setting forth ways of measuring the efficacy of the Bass Transformational Leadership Theory.

Read more: http://www.leadership-central.com/bass-transformational-leadership-theory.html#ixzz2ztZSsAVNJob satisfaction is defined by Locke (1976) as a pleasurable or positive emotional state resulting from ones job or job experiences (p.1300). Later, Armstrong (2003) defined job satisfaction as the feelings and attitudes of people toward their job. He mentioned that if people have favourable and positive attitudes towards their job, this means job satisfaction, but if they have unfavourable and negative attitudes towards their job, this means job dissatisfaction

spector (1997) stated that the antecedents of job satisfaction can be categorised into two groups. The first group includes the job environment itself and some factors related to the job. The second group includes individual factors related to the person, who will bring these factors to the job including previous experiences and personality. Often both groups of antecedents work together to influence job satisfaction. According to Mullins (1998), the level of job satisfaction is affected by social, personal, cultural, environmental, and organizational factors. Moreover, Armstrong (2003) suggested a classification into extrinsic factors, intrinsic factors, social relationships in work place, individuals abilities to do their work, and the quality of supervision.

Leadership

Bass (1990) defined leadership as a process of interaction among individuals and groups that includes a structured or restructured situation, members expectations and perceptions. Leadership can be explained as the ability of an individual to have power that focuses on how to establish directions by adapting forces (Go et al., 1996). From an organisational perspective, Schermerhorn (1999) believed that leading is a process used to motivate and to influence others to work hard in order to realize and support organisational goals, while Hersey et al. (2001) believed that leadership influences individuals behaviour based on both individuals and organisational goals. Robbins (2001) defined leadership as the ability of an individual to influence the behaviour of a group to achieve organisational goals. It is possible to conclude from these discussions that leadership is a group of phenomena, whereby leaders are distinctive from their followers, and can influence individuals activities to achieve set goals in their organisations.

Leadership style is defined as the pattern of behaviours that leaders display during their work with and through others (Hersey and Blanchard, 1993). Miller et al. (2002) view leadership style as the pattern of interactions between leaders and subordinates. It includes controlling, directing, indeed all techniques and methods used by leaders to motivate subordinates to follow their instructions. According to Kavanaugh and Ninemeier (2001), there are three factors that determine the type of leadership style: leaders characteristics, subordinates characteristics and the organisation environment. More specifically, the personal background of leaders such as personality, knowledge, values, and experiences shapes their feelings about appropriate leadership that determine their specific leadership style; employees also have different personalities, backgrounds, expectations and experiences, for example, employees who are more knowledgeable and experienced may work well under a democratic leadership style, while employees with different experiences and expectations require a autocratic leadership style. Some factors in the organisation environment such as organisational climate, organisation values, composition of work group and type of work can also influence leadership style. However, leaders can adapt their leadership style to the perceived preferences of their subordinates (Wood, 1994

Leadership styles can be classified according to the leaders power and behaviour as autocratic, democratic, and laissez-faire, where styles are distinguished by the influence leaders have on subordinates (Mullins, 1998; Rollinson, 2005). Morespecifically, power has been considered as: the potential of a process to influence people (Hersey etal., 2001); a part of the influence process at the core of leadership (Northouse, 2004); and the rights that allow individuals to take decisions about specific matters (Rollinson, 2005). The influence of leadership will differ according to the type of power used by a leader over their subordinates (Mullins, 1998). Hence, leaders will be more effective when they know and understand the appropriate usage of power (Hersey et al., 2001). According to Kavanaugh and Ninemeier (2001) an autocratic style is embedded in leaders who have full organisational power and authority for decision making without sharing it with their subordinates, while a democratic style implies that leaders share their authority of decision making with employees and delegate, and finally a laissez-faire or free-rein style exists where leaders give their employees most of the authority over decision making.

Centralised organisations seem to favour an autocratic style, while decentralised organisations seem to prefer a democratic style (Woods and King, 2002), and organisational culture can therefore be strongly influenced by national culture which may determine the prevalent leadership style (Rollinson, 2005). However, in Jordan, the style of leadership appears inconsistent. For example, Al-Hajjeh (1984) assumed that Middle Eastern managers encouraged autocratic leadership, as they had a negative impression about the ability of subordinates to carry out instructions. In support, Jar-Allah (2000) indicated that autocratic leadership was the most common style in industrial organisations in Jordan. In contrast, Yousef (1998) assumed that a consultative style prevailed in non-Western countries particularly in Arab countries, and indeed found (Yousef, 2000) that participative or consultative leadership behaviour, as perceived by employees, was prevalent in Arab countries

According to Wood (1994) management in the hospitality industry is characterised as a being there style which provides stress, intervention, and control of operations and interactions between members at all levels in the organisation. Mullins (1998) also suggests that a being there or hands-on leadership style is considered as prevalent in the hospitality industry. The argument is that this style could be more effective than other styles to obtain employees job satisfaction, since the managers work all the time with their employees and therefore show more concern for employees problems at work. He further suggests that adopting a participative leadership style would be difficult. This does not mean that the autocratic style is preferable, but it isclaimed to be necessary in the hospitality industry (Wood, 1994). Indeed research by Okumus and Hemmington (1998) indicated that the prevalent leadership style in the hospitality industry was the autocratic leadership style. In Jordan, however, Nour (2004) found that the most common leadership style among managers in hotels was a democratic style based on power sharing. According to Chen and Chen (2008)Leadership is a process of interaction between leaders and followers where the leader attempts to influence followers to achieve a common goal (Northouse, 2010; Yukl, 2005). According to Chen and Chen (2008), previous studies on leadership have identified different types of leadership styles which leaders adopt in managing organizations (e.g., Davis, 2003; Spears & Lawrence, 2003; House, Hanges, Javidan, Dorfman, & Gupta, 2004; Hirtz, Murray, & Riordam, 2007). Among the more prom