1. Leadership
Introduction:
This literature will discuss Leadership characteristics, types of leadership in term of
power, and models, i choose this topic to review due to believing who leadership affects
not only organizations but also the whole community and society success.
What leadership is:
Leadership is the ability to make people to do something that they don't like and make
them like it (Polelle, 2008).
What leaders are:
Leaders are the people who have low level of defensiveness, emotionally stable, has a
high level of making relation with other people, are tend to be social and has a vey high
influence on other people and can direct them easily (stanfield, 2009). The indicator for
leader is his level of commitment and determination to develop himself on his own(
Berman, 2010).
There are three types of people in the world, those who follow, those who lead and those
who enjoy getting in the way of progression. Its important to realize that one should take
glory in being an amazing leader, one should take glory in being a perfect follower.
However, there is no glory in being a perfect at getting in the way (stanfield, 2009)
-leaders transfer their energy to people who work with them(follower)to achieve
something together. Leader and follower are engaged in the leadership process, follower
need leader and vice versa (Northouse, 2012)
-Responsibilities of leader are too much but the most important one is ideas changer or
broker who originate medium, culture and environment where the barriers between
employees, teams and managements are eliminated, where the tendency to change and
develop become the principles (ALIMO-METCALFE, 2010).
Objectives of leaders
Leader must have at least this following objectives:
- Emission the energy of people to do best of the best and making them enthusiastic, it’s
a matter of how to transfer your energy and motivation to them.
- make the equation of organization needs / employees need in the balance mode

2. - protecting the essential value of organization
- make individual more responsible by implanting in them the sense of responsibility
(Burke and Cooper, 2006)
Leadership and power:
Power is apart of leadership because the leaders influence other people and they cannot
affect on others without power.
In any organization there are two types of power:
Power from position: is the power used by managers by their authority. Its rule character
a leader originates from having higher status than the follower have (Northouse, 2012).
Influential leadership show awareness of management essentials, guidelines and
practice (McKimm and Phillips, 2010). To converting position power to actual influence it
should use nine keys tactics:
Influence Tactics Definition
Logical conviction by using pragmatic evidence to influence others
Inspirational Appeals Making proposal to increasing level of enthusiasm by appealing to targetvalues, idealsand aspirations
Consultation increasing the strength of memberscommitment by use sharing
Ingratiation by using friendly and helpful behavior
Personal Appeals by increasing loyalty and friendship to memberswhen asking for something “ i really need you to helping me “
Exchange offers an exchange of favors, indicatewillingnessto reciprocate at a later time, or promisesa share of the benefits
if the target accomplish a task
coalition Tactics Seeks the aid of othersto persuade the member to do something
legitimating tactics Claim the authority to make the request
Pressure by using high level of follow up for the tasks provided by your side
(Leadership and management in organisations, 2007)
2. Power from person: it's a rule character a leader originates from being seen by follower as
likable and knowledgeable. (Northouse, 2012)

3. To lead by high level of effectiveness you must work as an indicator to diagnose and adapting the
skills of employees and you must high level of communication skills and handling the conflict
between team which is the most challenging one. Team leader should be in love with his team
and employees (WEISS, 2005).
Types and bases of power:
power from position Power from person
Legitimate Expert
coercive referent
reward
(Northouse, 2012)
almost balance between personal and position power is important but it’s very difficult challenge
to make this balance in caseof leading multicultural team because each team and each individual
have different orientations toward sources of power (Halverson and Tirmizi, 2008)
• Leadership and Management:
Transactional
Leadership
(managers)
Transformational
leadership
(Leaders)
Planning and
budgeting:
 build agendas
 set timeframe
 assign resources
Build direction:
 create a vision
 explain big
pictures
 establish
strategies
Developmentofhuman
resources
Organizing and staffing:
 choosing different
individual for
different tasks
 rules and
guidelines
establishment
Aligning people:
 Announce role
 understanding the
vision
 making the team
attached together

4. Execution
Controlling and problem
solving:
 critical diagnosis
for problem
 creating new w ays
and techniques to
solve conflict and
problem
 planning
 taking an
assertive, strong
and correct action
Motivating and inspiring:
 achievement of
personal employee
needs
 sharing in
decision
 establish
touchable trust
Outcomes
produce sense of
expectation and
Generate changes,often
to a dramatic degree
(McKimm and Phillips, 2010)
Bennis and Nanus note that managers are people who do things right and leaders are people
who do the right things (McKimm and Phillips, 2010). also Bennis and Nanus putting four
strategies to be good manager and leader in the same time:
• having a clear vision for what you want and what your followers or employees need
• communicate and translate this vision to your people you are lead
• build high level of trust between your employees
• Be confident in yourself and in your team (David Pardey, 2007).
the most successful and effective people are those who essentially are both managers and
leaders (McKimm and Phillips, 2010) and called managerial leader
Whats the managerial leader?
Leadership and management are complementary to each other in the management toolkit. So,
the managerial leader realized when getting and working with managerial technicality alongside
leadership skills (Leadership and management in organisations, 2007)
The skills of managerial leader almost fall between two categories:
• Administrative Skills: it’s by getting and understanding all data about the organization you
are working at by the way of micro and macro management and knowing how the work is
done. (Sabrio and Burchfield, 2009).
Some competencies are important to getting administrative skills like technical communication,
relationship building with upper management, employees and customers, resource planning and

5. accountability, human resource management and policy, critical incident reporting and
management, and standard operating procedures (SOP) knowledge and compliance.
The indicators of these skills are integrity and honestly, oral communications, conflict
management, team building and dependability (The Evaluation of Leadership Styles in
Relationship to Job Performance, 2009).
• People Skills: Managerial leader must have high level of management and support to
manage and support his team by the way of having the gardner's sixth intelligence (Horan,
1999) , He is defining as it the ability to knowing and understanding what’s happening between
individuals, and how to motivate them and how to solve the problem and conflicts between
your team individual, and how to make them satisfied and loyal to their job (Sabrio and
Burchfield, 2009).
Leadership Theories:
Focus on 2 approaches to leadership:
1-Traits (including leadership categorization or implicit leadership theory)
2-Contingency (i.e., contingency model of leadership effectiveness and normative decision
making).
1-Traits Approach:
The traits regarding leadership are not culturally universal, something will affect the traits
like gender differences and the culture and the way of acting the leadership. Gender
difference is crucial due to competent modeling is commonly used for managers’ election.
(Ayman and Korabik, 2010)
:Implicit Leadership Theory or Leadership Categorization
To figure out the traits related to leaders, first we have to test the literature on implicit
leadership theory or leadership categorization. Implicit leadership theory measures the
layperson’s realizing of leadership. The result of this measurement reveal that the traits
related to leadership are vary according to what the leader is, for example, politician, army
affiliated or a manager. The model of a leader is highly connected to men and potency.
This study also show that some women and girls are not like boys and men in potency of
leadership characteristics, while boys and men did. (Ayman and Korabik, 2010)
2-Contingency Approach:
The traditional and old view of relation between leader and follower is the follower are

6. passive in presence of leader and they are recipient of motivation only and waiting for
leader action or plan. this perspective start to change after appearing of situational and
contingency theories (Oc and Bashshur, 2013). Contingency model was introduced
through the 1960s and 1970s, contingency model have traits and behavioral approach
(Ayman and Korabik, 2010)
The contingency model of leadership effectiveness:
This model will show up the leadership’s orientation taken from situational factors because the
situation is labile and adjustable comprise the quality of leader-follower relationship, type of task
and the influence site of the leader. Research display some assistance for the model cross-
culturally. The model not only personify culture in its visualization of the situation, but it also has
been legitimize in various countries. When the culture of leader differs from the culture of his
followers, the leader’s assessment of the quality of the leader–follower relationship is possible to
be weak to moderate. When leaders dealing with diverse team work (multicultural team) the
relationship with them is volatile because some of cultural misunderstanding. In the studies in
which American leaders worked with non-Americans, the leader–follower aspect of the situation
was greatly affected (Chemers, 1969; Fiedler, 1966). Overall, the model has been shown to be
assistant in some countries but not in others. More research is needed to realize why this is so.
The effectiveness of gender installation of the work team, Men and women are not different on
least preferred coworker(LPC) score but based on the sociodemographic gender installation of
the group and the kind of task, women and men with the same LPC scores will lead groups by
different ways , for example, Offermann’s (1984) study show men are more relationship oriented
so when leading all women groups had high score of LPC .Whereas women are more task
oriented so when leading all men groups had high low score of LPC this assumption is supported
by measuring LPC after group exercise .(Ayman and Korabik, 2010)
However, Mainiero and Sillvan (2005) says, after examination showing that man have more
predictable careers than women, and women need special developmental plan in leadership like:
I. Authenticity: The ability and tendency to make uniformity between internal values and outer
behaviors
II.Connection: the necessity to be more attached and close with other human beings
III. Control of one’s own destiny: the ability to drive, affect and influence the media around
us
IV. Wholeness: the willingness to achieve the personal life goals
V. Self clarity: getting to know your abilities and understand your strengths and weaknesses

7. to know what you really can and cant do within your environment (Burke and Cooper, 2006)
-The normative modelof leadership decision making:
This model is 200 years old (Swansburg, Swansburg and Swansburg, 2002)
depending on the leader’s action there is a five decision making processes, different behavior is
showed according to sort of outcomes and kind of situations. (Ayman and Korabik, 2010)
this model is not realistic becauseof its assumptionthat there are clear choices between identified
alternatives (Swansburg, Swansburg and Swansburg, 2002)
Leadership roles during crisis situations:
What determine organization success or failure is having a strong leader, as per European
Statistics Countries with high potential leaders and organizational concepts passing easily all
crisis they face rather than others. this showing how deed is the impact of leaders on the society
and organizational success.
Leadership role in case of crisis lead as a driver of organization profitability, by substitute the lack
of economics and financial resources in organization, to enhance employees self esteem. This
will surly affect employees’ efficiency what leads to organizational success as it totally depends
on it.
One of his important roles to add competitive values to the organization by caring of employee
skills and improve it
Time management one of the most important criteria of leaders and crucial in decision making in
tight and urgent situations it shapes the challenge and ability of leader to pass it.
great leaders offer experienced training to the organization with is really Important not as many
people think to cut but lucky organization that possess leader can overcome this point counting
on it’s leaders to offer this kind of needed skillets improve organization revenue even in hard times
(MITUT, 2011).
One of available solutions in leaders hand while facing and controlling the crisis is delegation to
credible and professional employees and this consider appropriate way to control in case of lack
of time or to enhance his employees to perform in great way (Armstrong, 2004, p. 67).
Motivation, control and loyalty leads to job satisfaction and change employee attitude toward the
job he has and give the employees feeling of security which is potentially needed to gain the
maximum performance of your employees and perfect organization success as result (MITUT,
2011).
Conclusion:

8. Leadership is very important behavior in our life, there is too mush situation need leaders because
in absent of leader the result going to be not good, the leader may be high or low profile, being a
leader is rewarding, challenging and exciting. However, the important part of leadership is
relationship, leaders should high level of communicationskills between his follower and mangers.
Leaders should know that the leadership isn't the one-way process it’s situational process
because follower and leader affect on each other, and culture affect on the. so, you must take in
consideration the leadership process is according the situation and culture you lead at
(Northouse, n.d.). The differentiation between managers and leaders is very challengeable and
difficult but to simplify this challenge you should that managers are more task oriented but leaders
are more change and motivation oriented (David Pardey, 2007). Missing the influence of leader
will affect follower attitude toward accomplishing their tasks.
leaders should be aware of all practice needed to convert position power to influence using
pragmatism to influence his employees, strengthen commitments using ideas and experience
share and all other needed tactics to achieve corporate success (Leadership and management in
organisations, 2007).
References:
1-ALIMO-METCALFE, B., 2010. Leadership. Human Resources, , pp. 41-44.
2-Armstrong, M. (2004), How to Be an Even Better Manager, Londra, Kogan Page
3-Ayman, R. and Korabik, K. (2010). Leadership: Why gender and culture matter. American
Psychologist, 65(3), pp.157-170.
4-Berman, E.L. 2010, "Leadership", Industrial Management, vol. 52, no. 1, pp. 6.
5-Burke, R. and Cooper, C. (2006). Inspiring leaders. London: Routledge.
6-David Pardey, D. (2007). Introducing Leadership. Routledge.
7-Halverson, C. and Tirmizi, S. (2008). Effective multicultural teams. Dordrecht: Springer.
8-Horan, J 1999, 'Leadership', Orana, 35, 2, p. 19, Education Research Complete, EBSCOhost,
viewed 23 April 2016.
9-Leadership and management in organisations. (2007). Amsterdam: Elsevier.
10-McKimm, J. and Phillips, K. (2010). Leadership and Management in Integrated Services.
Exeter: Learning Matters Ltd., p.3.
11-Metcalf, L. and Benn, S. (2012). Leadership for Sustainability: An Evolution of Leadership
Ability. J Bus Ethics, 112(3), pp.369-384.
12-MITUT, I., 2011. THE ROLE OF LEADERSHIP IN THE MANAGEMENT OF CRISIS
SITUATIONS. Romanian Economic and Business Review, 6(3), pp. 20-33

9. 13-Northouse, P. (n.d.). Introduction to Leadership.
14-Northouse, P. (2012). Leadership. Thousand Oaks, Calif.: Sage.
15-Oc, B. and Bashshur, M. (2013). Followership, leadership and social influence. The
Leadership Quarterly, 24(6), pp.919-934.
16-Polelle, M. (2008). Leadership. Westport, Conn.: Greenwood Press.
17-Sabrio, D. and Burchfield, M. (2009). Insightful writing. Boston, MA: Houghton Mifflin Co.
18-Stanfield, A. (2009). Defining Effective Leadership: Lead in Whatever You Do. Tate Publishing,
2009.
19-Swansburg, R., Swansburg, R. and Swansburg, R. (2002). Introduction to management and
leadership for nurse managers. Sudbury, Mass.: Jones and Bartlett Publishers.
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