DEVELOP TO UNDERSTAND THE STYLES AND CONCEPTS OF YOUR LEADERSHIP

Preface
Anyone can be a leader, but to be a successful leader can be a real challenge. A leader needs
to be able to draw on a vast array of skills and attributes and be able to apply them at the right
time and in the right way. Above all a leader has to recognize that his/her success will
ultimately depend on the people that he/she leads which means creating an environment in
which all of these people can flourish.
What does a leader need to do to create this environment? This book suggests that it depends
to a great extent on the styles and the example set by the leader whose behavior sets the tone
and creates the culture for a team or a Society. If the leader is not always honest, how can
team members be expected to be? If the leader is not committed to the vision of his Society
how can team members be expected to be? Put simply, a successful leader has to behave at
least as well as he/she asks of everyone he/she purports to lead.
People are influenced by example, good or bad, and the example set by any leader will have a
significant impact on the long-term success, or otherwise, of their team or the Society.
People consciously or subconsciously seek role models to see how they do things and then
replicate those behaviors.
Leading your Society by example is not exactly rocket science. Many of the behaviors that
are covered in this book require little more than behaving as a decent, considerate human
being should behave towards others, combined with a clear vision and commitment to do the
best that is possible. So, whether you are a leader of a large Society with thousands of I
habitants’, Societal Leaders, there are ideas in this book that should help you to be more
successful at what you do.
Prof. Paul Allieu Kamara, the former Executive Director of Sierra Leone Citizens Rights
Association, a co-founder of Mayo Medical College Laboratory and Technology and a
Leadership Development Professor in Rudolph Kwanue University College Liberia and a
Consultant of Leadership and Organizational Development, and has authored many published
Books on Leadership Development in Europe, UK, and America. Paul has over 18 years’
experience of training, consulting and coaching in the field of Leadership and Organizational
Development in Sierra Leone, Liberia, Nigeria, Benin Republic, Ghana and overseas,
providing effective, practical, down-to-earth advice based on his own Leadership experience
and the application of relevant management thinking.

As a trainer and coach, Paul’s focus is simply to help Leaders leads their Societies better by
developing their skills and self-confidence and equipping them with the necessary skills and
behaviors to up their roles.
Drawing on his many years’ experience of working as consultant to a wide range of
organizations, he is able to offer insights into best practice and to draw on the experiences of
others as to what works and what doesn't.
Prof. Rudolph Q. Kwanue Sr
Founder and Chancellor
Rudolph Kwanue University-Liberia

Dedication
To my darling wife, Alima Divine Kamara, who is the essence of love, a personal source of
encouragement and inspiration, and a cause for my passionate commitment to excellence
communication in leadership?
To my Kids, Dr. Moses Abass Kamara Jr. and Joseph Wisdom Kamara Jr. Paul Umaru Jr. Sia
Kamara who continually provide assessment my leadership potential styles.
To the leader and in every follower. To the millions who have resolved that they will always
be subjugated to the whims of others.
To all the individuals whom I have had the privilege and opportunity to inspire to strive to be
all they were born to be.
To the millions of great men and women who presently occupy the wombs of their mothers,
children destined to change the world and become the leaders of destiny.
And to the Third World peoples around the world whose potentials were, and, in some cases,
still are, oppressed and suppressed by the opinions and judgments of others.
To all aspiring leaders for whom life holds such promise.

Acknowledgements
A lot of work has been put in to preparing this Book over the past twelve months and quite
a few people have been instrumental in helping in the creation of this document and I
would like to use this section to acknowledge their efforts and advice:-
1. Prof. Meles – PhD from African Union University who acted as my mentor and guide
during the preparation of this Book. His subtle additions, advice and notes were of
great contribution to my work.
2. Prof. Rudolph Q. Kwanue Sr. Rudolph Kwanue University Liberia (West African Rep.),
Dr. Bet-l Zekarias (Registrar), Prof. Hilda Howard (Administrative Service) and Ms.
Mariama Sesay (Director of Business) Jestina Patricia Betts former CEO of Orange
and newly appointed CEO Sekou Admadou Bah who were all established leaders
surveyed during the course of this Book preparation and provided valuable inputs on
Styles of successful leadership.
3. The RKUC for allowing me unlimited access to their vast library on the subject of
leadership which was very helpful to me in using references while preparing this
Book. The selected bibliography and references are listed in the last Page.

INTRODUCTION
THE PURPOSE OF THIS BOOK
The purpose of this Book is to clear the misunderstanding of many Leaders in the corporate
world. Those who believed and lived with the notions that best leaders are meant for the
Corporate World and evolution of good leadership is in the world of business; I would want
them to have a rethink as I explained the social and societal evolution of good leadership that
has impacted the corporate world today. Please come along with me to some historical
contextual truth derived from this concept of leadership. This book will deal with styles and
concepts of leadership and help to build your understanding as to what is needed to be good
leaders in Society. From Chapter to Chapter you will see the chronological order of leaders’
leadership and duty requires of them for better Society, Nations and the World at large.
When people talk about leadership, they mostly want to learn how to be good leaders at work.
Leadership in the corporate context is one of the hottest topics in the world, and everyone
wants to learn how to become a billionaire and be the best possible boss. However, leadership
is not just limited to the work frontier; it extends to all of society. In fact, leadership began as
a societal phenomenon much before it evolved into a professional one. In fact, many of the
present-day leadership qualities that corporate and professional leaders aspire to are based on
the social and political leaders of the yesteryears.
Human beings are social animals and living together in large groups naturally meant that
people needed to adopt different roles and accomplish different groups. In order to give
structure to society and help society grow and develop, people were naturally divided into
leaders and followers. The leaders paved the way and moved from one frontier to another,
directing the others, while the followers completed the tasks assigned to them and helped
bring the changes about.
Understanding the role and impact of good leadership in society makes for an interesting
study. While it’s easy to break down the effects of leadership in the work environment into
small, easily identifiable structures, analyzing how positive leadership affects society is
somewhat complex. Society is a multi-phenomenon structure, with a myriad of social forces,
elements and factors at play all the time. Society is not limited to a few defined goals, and
hence, leadership in society is a vast, and often intangible, phenomenon.
Leadership For Adopting Social Change
Leadership is instrumental to achieving social change. All through history, whether it was for
abolishing social norms, overcoming social evils or modernizing history, social change has
been impossible without the right kind of leadership. When it comes to mobilizing the
masses, igniting passion in people towards a common goal and motivating people to act
towards the said common goal, it isn’t possible to unite the people and inspire action without
leadership. One person has to spear the movement, and he may not professionally be a leader,

and does not have to be a political leader, but he should have the charisma to inspire people
and motivate them. A great example from recent times would be that of Anna Hazare, and
Indian citizen who inflamed thousands of Indians against the injustices of the Indian political
system and the rampant corruption in society and politics and launched one of the biggest
civil movements Asia has seen in a long time. In terms of social change, the leader is the face
of the movement as well as the backbone of it, while the people form the heart and soul.
Leadership For A Positive And Content Society
It is interesting to note that one person or a small group of people has the power to influence
how millions feel. A society that is bereft of competent leaders is invariably thrown into
dissatisfaction at a small scale and turmoil and anarchy at a larger scale. A leader who is good
at what he does, is able to keep people motivated and inspired, works for the greater good of
society and not just his own personal gains, and is able to respect his people will be
successful in creating a positive and happy society. When people have faith in their leader
and feel that they are taken care of, be it economically or socially or politically, they are in a
better frame of mind on the whole. Good leadership creates a happy society, and a happy
society can build a strong nation!
Leadership For Improved Professional Performance
It is quite remarkable that even when leadership is effective in the social, not corporate,
context, it has an impact on people’s professional lives. When a society is led by a powerful,
positive and forward-thinking leader, one of the main areas of focus is people’s professional
development. It goes without saying the professional progress is required for economic
growth and no society can do well without financial stability. Hence, good leaders are those
that take all factors into consideration, even if their role is ostensibly limited to one niche. A
positive leader will always be mindful of the fact that people need to be achieving something
in their professional capacities in order to lead the society forward, and hence the leader will
emphasize the importance of education, picking the right career, working hard and focusing
on performance.
Leadership For A Strengthened Identity
Most people fail to appreciate how a common leader is often the face of the society and a
symbol for it. When people elect a leader they are proud of, or they are placed under the care
of a leader who does a good job, there is a sense of pride and identification with the
individual that also ties the society together. An effective leader is one that people of the
society are happy to call their own, and in turn, the leader ends up bringing the society
together and giving them a common, positive identity that the people are all happy to have.
Societies are often remembered by their remarkable leaders and not the people, and it is a
unique social phenomenon that one man or woman can not only shape the future of several
people but can also make them feel closer to one another and strengthen their bonds with
each other and with a common identity by virtue of being an effective leader.

Evolution and Philosophy of Leadership
Leadership is one of the most complex and multidimensional phenomena. It has been studied
extensively over the years and has taken on greater importance than ever before in today’s
fast-paced and increasingly globalized world. Nonetheless, leadership continues to generate
captivating and confusing debate due to the complexity of the subject. Bennis notes that
‘leadership is the most studied and least understood topic of any in the social sciences’ and
‘never have so many laboured so long to say so little’.1
Researchers have proposed many different definitions and theories of leadership. Stogdill
defines it as ‘an influencing process aimed at goal achievement’, focusing on leadership as a
process directed at influencing a specific group of people to meet a stated objective.2 Kouzes
and Posner similarly believe that ‘leadership is the art of mobilizing others to want to struggle
for the shared aspirations’3 and Maxwell states that leadership is simply influence.4 Yet there
is no one definition or particular leadership approach that is considered universal and efforts
continue in trying to identify what makes an effective leader.
Societal leadership is recognized as key to the success of any Society. In fact, there has been
a shift towards acknowledging the importance of human capital and Societal management.
But what is the difference between leadership and management? Leaders are generally
viewed as visionaries and strategist whereas managers monitor and control performance,
maintaining order and stability in a Society. Some researchers argue that leaders and
managers have distinct roles and responsibilities while others assert that leadership and
management are complementary and it would be difficult to separate them in practice.
The present paper traces the historical evolution of the main leadership theories and reviews
the progress that has been made over the years. It explores four main eras in leadership
theory: trait, behavioral, situational and new leadership.
Trait era: Great Man theory (1840s) and trait theories (1930s–1940s)
In the 19th century, research on leadership was focused on the innate characteristics of a
leader and on identifying the personality traits and other qualities of effective leaders.
The core belief of the Great Man theory is that leaders are born, not made or trained. In other
words only a few, very rare, individuals possess the unique characteristics to be effective
leaders and attain greatness by divine design. Examples were often drawn from popular
historical figures such as Julius Caesar, Mahatma Gandhi, Abraham Lincoln and Napoleon
Bonaparte. It was believed that these individuals were natural born leaders with innate
characteristics of leadership, which enabled them to lead individuals while they shape the
pages of history.
The Great Man theory then evolved into the trait theories. Trait theories argue that leaders
can be born or made.7 In other words, that the traits of successful leaders can be either
inherited or acquired through training and practice. The aim was to identify the right
combination of characteristics that make an effective leader and focus was on studying the
mental, social and physical traits of leaders. However, a consistent set of traits was not

produced and by 1950, it appeared that there was little advantage in continuing with this
approach and hence it was abandoned. Today, psychometric tools are an example of trait
theory principles in action and are often used in staff recruitment. These tools highlight key
personality traits and are used for personal performance and team development.
Behavioral era: behavioral theory (1940s–1950s)
Behavioral theory evolved from trait theories and asserts that leaders are largely made, rather
than born and that particular behaviors can be learnt to ensure effective leadership. It puts
emphasis on the actual behavior of the leader and not on their traits or characteristics, but it
largely ignores the situation and environment of the leader.
Research in this area resulted in different patterns of behavior being grouped together and
labelled as styles.11 This became a prevalent approach within management training—perhaps
the best known being Blake and Mouton’s Managerial Grid. Today, this theory is exemplified
in the numerous leadership-training programs, which involve the development of leadership
skills and behaviors, thus supporting the belief that leadership is largely learnt.
Situational era: contingent and situational theories (1960s)
It was later recognized that the environment plays a significant role in the leader-follower
dynamic and this belief dominated the situational era.14 As the name suggests, the situational
era is focused on leadership in particular situations, rather than on the traits or behaviors of
leaders. This implies that leaders must be able to assess the context in which they operate and
then decide what style will ‘fit’ the situation best. Because the best style is dependent on the
situation, this approach is known as the contingency theory of leadership.
Fred Fiedler developed one of the first contingency theories of leadership. His theory focuses
on the importance of context in effective leadership and supports the belief that there is no
one best set of leadership traits or behaviors. However, Fiedler asserts that because a leader’s
style is fixed, they should be put into situations that best match their style. In other words,
effectiveness as a leader is determined by how well their leadership style matches a particular
context.
New leadership era: transactional, transformational theories (1990s) and others (2000s)
For the first time, it was recognized that focusing on one aspect or dimension of leadership
cannot address all the complexity of the phenomenon. In a world that has become more
complex and challenging, a need emerged for leadership theories that support circumstances
of rapid change, disruptive technological innovation and increasing globalization. This led to
the new leadership era, moving away from the above-mentioned traditional theories of
leadership, which define leadership as a unidirectional, top-down influencing process,
drawing a distinct line between leaders and followers. Instead, the focus became on the
complex interactions among the leader, the followers, the situation and the system as a whole,
with particular attention dedicated to the latent leadership capacities of followers.

Transactional and transformational theories
The above-mentioned context encouraged the popularity and adoption of two leadership
theories: transformational and transactional theories, and also gave rise to approaches such as
the Lean strategy18 and agile methodology19 to help deal with the fast pace of change and
increasing complexity of the challenges faced. Transformational leadership is a theory in
which leaders encourage, inspire and motivate followers. This theory is used when a Society
needs to be revitalized, is undergoing significant change or requires a new direction. It is
especially vital to today’s fast-paced technological industry where innovation and agility can
make or break a Society. Examples of transformational leaders include the likes of Jeff
Bezos, Steve Jobs and Bill Gates.
Transactional leadership, on the other hand, relies on authority to motivate People. The leader
exchanges reward for follower effort and punishes any follower who fails to meet their goals.
In this context, the follower’s perception concerning fairness and equity of the exchange with
the leader is vital. Transactional leadership works best in mature Societies that already have
clearly defined structure and goals, to keep them on track, and reinforce the status quo.
Examples of transactional leaders include managers, who tend to focus on supervision,
processes and follower performance. Others
The continued shift in leadership concepts led to the development of shared, collective and
collaborative leadership practices. According to these, success in an Society is more
dependent on coordinative leadership practices distributed throughout the Society rather than
the actions of a few individuals at the top. Servant leadership became popular once again,
emphasizing the importance of followers. Servant leaders seek to support their team members
and are most concerned with serving people first. More recently, inclusive leadership also
emerged, focusing on a person-centered approach. It is based on the dynamic processes that
occur between leaders and followers and focuses on empowering followers to becoming
leaders. Finally, contemporary leadership theory also includes complexity leadership, which
emerged as a means to deal with the complexity of our modern world. This theory takes a
whole-system view, considering contextual interactions that occur across an entire social
system.

CHAPTER 1
In this Chapter I will introduce some fundamental principles of this Book one of them will be
the breaking down of words:
1. Understanding- What Understands, understanding is defined as the ability to
understand something, comprehension. 2 sympathetic awareness or tolerance. 3. The
power of comprehending especially: the capacity to apprehend general relations of
particular. 4 the power to make experience intelligible by applying concepts and
categories.
2. What is Concept- an abstract idea, the Centre has kept final to its original concept an
idea or invention to help sell or publicize a commodity. A concept is a thought or
idea, if you are redecorating your bedroom-you might want to short with a concept,
such as flower garden or outer space. It’s a general idea about a thing a group of
thing. Derived from specific instance or awareness
WHAT IS A LEADER AND LEADERSHIP DEVELOPMENT
What is a leader?
There are many definitions but for this purpose I will give you a Simple answer of the
question, “what is a leader?” include:
1. A leader is someone who inspires passion and motivation in followers.
2. A leader is someone with a vision and the path to realizing it.
3. A leader is someone who ensures their team has support and tools to achieve their
goals.
A leader may be any of those things, but a good leader is all three.
An effective leader has a shared vision aligned with core values and understands what it
will take to reach their team goals. They inspire, manage, and support their teams to
work creatively and confidently toward that shared vision.
A leader empowers their team members to embrace their own unique leadership qualities
and act with independently accountable passion. And they inspire and motivate their
teams to maintain long-term progress and excitement toward achieving their goals.
What is the role of a leader?
Now you have a better understanding of who a leader is, but might still ask, “What does a
leader do?” The age-old answer of “it depends” is pretty relevant here. The specifics of each
leader’s role change based on the size of their team, Society. It also depends on their values
and goals –– both short and long-term.

In general, the role of a leader is to coach, guide, and inspire others. They motivate teams
through challenging times and guide individuals through their career progressions. A leader
manages individuals to keep teams aligned and working toward shared goals. They foster a
collaborative culture and lead by example.
What does a leader do?
As you can see, a leader has many responsibilities. But they tend to fall into the same three
buckets:
 Coach
 Guide
 Inspire
 Coach
A good leader strives to develop their employees and teams through coaching and mentoring.
This can be through one-to-one meetings and asynchronous touchpoints. And most of their
coaching ladders up into supporting the overall goals of the Society.
A great leader will balance both the goals of the People with those of the Society. Making
each individual’s development a symbiotic-relationship Oftentimes the individual’s growth
correlates with the Societal-growth.
Guide
Alongside coaching, leaders also guide their People. This comes through building and
organizing teams, setting goals, devising ways to achieve those goals, and leading Society
through the process.
A leader can guide employees through difficult conversations, for example, or various ways
to solve problems.
Inspire
One undervalued role of a leader is to inspire. A great leader can leverage their storytelling,
empathy, and communication skills to inspire their Society and key stakeholders.
Whether they are vouching for a direct report’s promotion, pushing back on a strategy, or
managing a team who missed its goals –– inspiring others is a large part of a leader’s role.

What are the most common characteristics of a leader?
Leaders are bold but never leave their teams behind. Balancing vision with support that
empowers team members to achieve shared goals, leaders embrace a number of leadership
qualities and can’t be pinned down to a single style.
However, leaders across the board tend to exhibit seven major characteristics:
Purpose. Without a sense of purpose, it’s hard to motivate team members. Leaders empower
people to see the intention behind specific goals, enabling them to take equal part. Making
the day-to-day process feel more purposeful helps maintain team motivation and personal
investment in larger goals.
Leaders who incorporate a sense of personal purpose in the Society’s overall mission inspire
individual accountability in their teams. This motivates team members to embrace their own
leadership qualities towards big-picture achievement.
Motivation. Leaders are great motivators and create value-aligned goals so team members
feel personally inspired to work toward the company’s vision. Paired with consistent
outreach, leaders empower their team members to work passionately beyond their
responsibilities towards a common goal.
Motivation goes beyond inspiring words. Great leaders talk to their teams, and listen to their
ideas and questions. Being a leader isn’t about giving orders and managing results—it’s about
listening, supporting, and inspiring the best from others.
Vision. Leaders see the bigger picture and can unite their team members behind their vision.
By incorporating team strengths and core values, leaders inspire their team with an end-goal
that resonates with individual values and inspires action.
Without a cohesive vision aligned with core values, companies often find themselves hitting
goals that don’t progress their company in a specific direction. Staying afloat does not equal
growth. Leaders are visionaries for growth and expansion.
Empathy. Leaders empathize with their team members. It’s how they inspire people to work
beyond their responsibilities toward a shared purpose. By listening and sharing their
appreciation for their teams, leaders impart a sense of value. When leaders prioritize empathy
and appreciate their team members’ efforts, they can empower team members to see the
vision for themselves and act toward its achievement. Putting themselves in the position of
their team members also helps leaders address critical concerns and provide solutions.

Creativity. Whereas managers might feel inclined to stick to the status quo, leaders innovate
in bold and creative splashes. Rather than being concerned with the chain of command,
leaders encourage their employees to ask, “Why?” and think in new ways to realize a bigger
picture.
With a lofty vision guiding them, leaders embrace new ways of conceptualizing and
strategizing. Nothing is off the table when it comes to providing imaginative and more
effective pathways to long-term goal achievement and success.
Team vision. Although the company's overall vision may begin with its leaders, their vision
will account for nothing if it doesn’t speak to team members.
Exploring the values and individual goals that bring meaning to team members helps leaders
thread their long-term goals through individually motivating and fulfilling achievement.
When team members share their leader's vision and values, they’re inspired to work beyond
their responsibilities toward their goals.
Always trying to improve. Leaders never stop bettering themselves. With an eye toward
growth, leaders continuously seek opportunities to improve for themselves and their teams.
This leaning towards personal betterment means leaders actively seek feedback and value
ideas that favor effectiveness and improvement over defending their egos.
When leaders create an environment where feedback isn’t just helpful but highly valued, they
inspire team members to voice their thoughts and bring the best ideas to the table. This can
lead to higher innovation and long-term success.
What is leadership?
Leadership is the ability of an individual or a group of people to influence and guide
followers or members of a, society or team. Leadership often is an attribute tied to a person's
title, seniority or ranking in a hierarchy. However, it's an attribute anyone can have or attain,
even those without leadership positions. It's a developable skill that can be improved over
time.
Leaders are found and required in most aspects of society, including business, politics,
religion and social- and community-based organizations. Leaders are seen as people who
make sound and sometimes difficult decisions. They articulate a clear vision, establish
achievable goals and provide followers with the knowledge and tools necessary to achieve
those goals.
An effective leader has the following characteristics: self-confidence, strong communication
and management skills, creative and innovative thinking, perseverance, willingness to take
risks, open to change, levelheaded and reactiveness in times of crisis.

Why is leadership important?
Leadership plays a central role in the success and direction of Society. Depend on successful
leaders to communicate its mission, vision and goals, unite team members around those goals
and then achieve them. These capabilities are especially important in times of crisis.
Hard decision-making is often required for the success and evolution of a Society; Society
often depends on leaders with high competencies and emotional intelligence to make tough
decisions and solve problems. This level of trust and success often leads to positive,
productive work environments that encourage teamwork, People’s well-being and strong
work cultures that are attractive to top talent.
Strong leadership is critical to an organization’s competitiveness because it drives change and
innovation. The best leaders keep an eye on changing directions in their Society to promote
new ideas from within their team and bring in innovative thinkers.
Understand The Styles, Models and Philosophy of Leadership
Leadership is defined simply as 'the action of leading a group of people or Society, or having
the ability to do this Peter Drucker is quoted as saying "The leaders who work most
effectively, it seems to me, never say "I" And that's not because they have trained themselves
not to say "I." They don't think "I." They think "we"; they think "team." They understand
their jobs are and how to make the team function. They accept responsibility and don't
sidestep it, but "they" gets the credit.... This is what creates trust, and enables you to get the
task done" We will all have experienced leaders who inspire, enthuse, motivate and get the
very best out of their team either in a Society or a nation, whilst not having to watch their
every move. Conversely many of us will have had leaders or managers that adopt tight
control, planning and lack of consultative conversation or those with a complete 'hands off'
approach. This book is designed to introduce and bring together the; theories, models, styles
and philosophies of leadership. This will enable you to appreciate and gain an insight into the
need to constantly adapt your leadership style and approach to match and anticipate ever
given or changing situations and environments.

CONCEPTUAL CONTEXT: BRIDGING LEADER AND LEADERSHIP
DEVELOPMENT
Leadership has been traditionally conceptualized as an individual-level skill. A good example
of this is found in transformational leadership theory, which proposes that transformational
leaders engage in behaviors related to the dimensions of Charisma, Intellectual Stimulation,
and Individualized Consideration (Bass, 1985). The corresponding approach to research and
theory testing assumes an individualistic conceptualization of leadership, in which sharp
distinction is drawn between leaders and followers (e.g., followers evaluate their “leader”
using a number of behavioral items). Within this tradition, development is thought to occur
primarily through training individual, primarily intrapersonal, skills and abilities (Barling,
Weber, & Kelloway, 1996; Neck & Manz, 1996; Skarlicki & Latham, 1997; Stewart, Carson,
& Cardy, 1996). These kinds of training approaches, however, ignore almost 50 years of
research showing leadership to be a complex interaction between the designated leader and
the social and organizational environment (Fiedler, 1996). In addition to building individual
leaders by training a set of skills or abilities and assuming that leadership will result, a
complementary perspective approaches leadership as a social process that engages everyone
in the community (Barker, 1997; Drath & Palus, 1994; Wenger & Snyder, 2000). In this way,
each person is considered a leader, and leadership is conceptualized as an effect rather than a
cause (Drath, 1998). Leadership is therefore an emergent property of effective systems design
(Salancik, Calder, Rowland, Leblebici, & Conway, 1975). Leadership development from this
perspective consists of using social (i.e., relational) systems to help build commitments
among members of a community of practice (Wenger, 1998). It is proposed that both
individual and relational lenses are important concerns.
What is a simple definition of society?
A community, nation, or broad grouping of people having common traditions, institutions,
and collective activities and interests as follows:
companionship or association with one's fellows : friendly or intimate
intercourse : COMPANY
a voluntary association of individuals for common ends especially : an organized
group working together or periodically meeting because of common interests, beliefs,
or profession
an enduring and cooperating social group whose members have developed organized
patterns of relationships through interaction with one another
a community, nation, or broad grouping of people having common traditions,
institutions, and collective activities and interests
a part of a community that is a unit distinguishable by particular aims or standards of
living or conduct : a social circle or a group of social circles having a clearly marked
identity

a part of the community that sets itself apart as a leisure class and that regards itself as
the arbiter of fashion and manners
a natural group of plants usually of a single species or habit within an association
the progeny of a pair of insects when constituting a social unit (such as a hive of
bees) broadly : an interdependent system of organisms or biological units
A group of people with a common characteristic or interest living together within a larger
society. A community of retired persons. A monastic community.
What Makes the 'Good Community'?
What is it about your community that makes current and future residents and businesses want
to locate, live, work and/or play there? Evidence suggests that businesses and residents place
considerable importance on community characteristics that go far beyond simply a vibrant
economy. Importantly for many communities, a strong social and aesthetic foundation is
critically important to building a healthy and sustainable economy - and not necessarily the
other way around.
While everyone is likely to answer the questions above a bit differently, research over the
years suggests a number of commonalities in our preferences that are worth considering in
our efforts to build strong and vibrant communities. Looking at your community through the
lens of these considerations may well suggest strategies for strengthening your community's
social, economic, and environmental well-being - and long-term success.
While there's a good bit of social science research that addresses one or more aspects of what
we're looking for in the 'good community', two studies are particularly relevant.
Perhaps best known, David McMillan and David Chavis (1986), in their analysis of previous
studies found that four factors consistently show up as community attributes we all look for
in a good community.
 Membership - that feeling that part of us is invested in the community, that we have
a right to belong and feel welcome
 Influence - that sense that we have some say in the community issues that affect us
and that our perspectives are appreciated and respected
 Integration and fulfillment of needs - based on the notion that the community has
numerous opportunities for both individual and social fulfillment including basic
needs, recreation, and social interaction. Some scholars have referred to this as
meeting the needs of the 'whole person' in all our roles, (e.g. goods, services,
recreation, desirable social interaction activities, etc.)
 Shared emotional connection - based in part of shared history or sense of
community and quality of interactions within the community

The second study comes from the Soul of the Community Project conducted in 26
communities across the nation by the Knight Foundation and Gallup (2010). The focus of this
work was to look at those factors that facilitate "community attachment". In addition to
highlighting individual factors, they found that those communities with the highest levels of
community attachment also had the highest rates of growth in local gross domestic product.
The 5 community characteristics that most influenced community attachment (in order of
importance) were: social offerings, openness, aesthetics, education, and basic services.
While there were some differences in the relative strength of each of these factors across the
26 communities, these 5 factors consistently had the strongest influence on feelings of
attachment. Other important, but somewhat less influential factors included leadership,
economy, safety, social capital, and civic involvement.
Taken together, this and other research provides strong evidence for communities to pay
close - and specific - attention to the social as well as economic conditions in their
communities. While these are often related, the evidence suggests that businesses and
residents are clearly looking for community characteristics that go far beyond simply a
vibrant economy. Perhaps even more importantly, it seems clear that a strong social and
aesthetic foundation is critically important to building a healthy and sustainable economy -
and not necessarily the other way around. How would you assess your community on each of
these characteristics? And what strategies can you put in place to begin strengthening this
foundation?
A society is a group of people involved in a social interaction and the deeper study of society,
human behavior and related concepts is called sociology. Furthermore, Environment is our
physical and biological factors along with their chemical interactions which affect an
organism or a number of organisms.
WHAT ARE SOME OF THE CHARACTERISTICS OF A SOCIETY?
What are the three types of societies?
The three types of societies are early, developing, and advanced societies. Early societies
include hunter-gatherer and pastoral societies. Developing societies are horticultural and
agricultural. Advanced societies are industrial and post-industrial.
What is a simple definition of society?
A society is a group of people who agree to live together and work together. The most
important priority to this group is the survival of the individuals in the group. As societies
change, the other goals, and the tactics used to accomplish the goal of survival, also change.

What is a Society?
The definition of ''society'' comes from sociology. A society is a group of people who live
together in order to assist each other in living life and improving their circumstances. There
are varying levels of cohesion and many different elements in different types of societies.
There are three types of society (early, developing, and advanced) throughout the world, and
each of these has two forms.
The two forms of society that have been classified as being ''early'' are hunter-gatherer
societies and pastoral societies. These societies did not have firm ties to specific geographical
areas, and they were mostly concerned with providing for their immediate and extended
families.
Developing societies include horticultural or agricultural societies, in which individuals grew
or maintained crops to provide food and other resources for larger groups of people than their
families.
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Types of Society
There are many different types of society. The three main types
are early societies, developing societies, and advanced societies.
Early societies mostly focused on the cultivation of resources that were readily available to
them through hunting and gathering and taking care of domesticated animals. As far as
gaining resources was concerned, early societies used those that they could access through
walking or using basic tools. Developing societies created systems of creating and harvesting
resources through horticulture and agriculture. The primary products of these systems were
needs such as food and shelter. In advanced societies, the major products of manufacturing
and industry were wants such as technology and advanced communication. Also, advanced
societies shifted from focusing on physical goods to spreading ideas. As a result, advanced
societies have experienced breakthroughs in scientific research.
Earliest Societies
The first type of the different types of society is early society. The two major forms of society
in this category are hunter-gatherer societies and pastoral societies.
Hunter-gatherer societies were the first form of society to exist. Individuals who lived in
hunter-gatherer societies hunted animals that surrounded them in their natural environment
and gathered plants that had already existed. Hunting included such activities as trapping and
fishing.
Pastoral societies began around twelve thousand years ago. They domesticated animals and
began raising them for food and menial labor purposes.
The main characteristics of hunter-gatherer societies are:

 Relative isolation of families and individuals, and small community sizes
 Subsistence based on easily-available resources such as plants and animals in the
surrounding environment
 Nomadic lifestyle
 Division of labor based on the sex of the individual (men hunted and women
gathered)
The main characteristics of pastoral societies include:
 Domestication and raising of animals
 Increase in the specialization of duties, as different individuals would raise and
domesticate different animals
 Less frequent need for moving from place to place
Developing Societies
The second of the different types of society is a developing society. In this category are
horticultural societies and agricultural societies. Individuals in these societies raised plants
and animals expressly for the purposes of using them for food or other purposes.
Horticultural societies were created between ten and twelve thousand years ago in Latin
America, the Middle East, and Asia. Horticulture refers to the raising of plants to reap the
benefits of their individual properties. In fact, the entire society was essentially built around
the life cycle of plants and how easily they could be cultivated.

"Management is the skill of getting people to do something that you want them to do because
you want them to do it and leadership is the art of getting people to do something you want
them to do because they want to do it" Sal F. Marino Although leadership and management
are often interchangeable they are not the same thing or are always congruent in nature. A
manager (in title) may lack the inspirational and motivational features of a leader and a leader
may lack the planning, coordinating and budget concerns of a manager. The optimal state is
therefore to be and have people who if in a position of management or leadership have the
skills, tools and techniques to be a great leader in any given situation.
Leadership versus management — what’s the difference?
We often hear managers referred to as leaders and vice versa. But while qualities of
leadership might include managerial responsibilities, they certainly don’t stop there.
Managers often work within a chain of command, limiting their ability to free the reins
and innovate toward a large-scale vision. Managers ensure timely delivery of projects,
project assignments, and facilitate interpersonal communication.
Leaders ask questions, embracing innovation and out-of-the-box thinking, alongside
honest feedback and transparency. Leaders seek to empower their teams to embrace their
individual leadership qualities. They foster a team of highly motivated and innovative
leaders’ intent on achieving a shared vision.
Leaders must manage their People, keeping them on track to achieve goals and providing
structure for work. But in addition to managerial duties, they're also charged with
visionary thinking, creating work that feels purposeful and meaningful, and inspiring
long-term commitment in each of their team members.
How can you become a better leader?
There’s always room to become a better leader, and the specific steps you take may vary
by experience level, personal attributes, and goals. But no matter where you are on
your leadership journey, you can follow these three steps to become a better leader.
Step 1: Listen and learn
Leadership is about social skills, not power and control. The most effective leaders take
time to listen and learn about their team members and the unique qualities of leadership
they each have.
Create opportunities for your team members to capitalize on their strengths and
maximize their efficiency. Ask for feedback and inquire about employee ideas. The more

team members feel personally valued, the more you’ll embolden them to work with
passion toward goals they believe in and care about.
Step 2: Create shared goals for the team
Leaders know where they want to go and take time to learn about team members’
personal goals and visions. This can help ensure everyone feels valued and encompassed
in the company’s larger mission.
Explore your team members’ core values and incorporate them into larger, team- and
company-wide goals. You’ll help your team members find more meaning and fulfillment
in their work, motivating them to work beyond assigned tasks towards innovation.
Step 3: Always seek opportunities to improve
Leaders are growth-minded and take every opportunity to better themselves and their
teams.
Who is a leader you look up to? What is a leadership role you can see yourself in, and
who is currently in that role? Get to know those leaders better, and consider asking one
of them to mentor you.
You may also find opportunities for improvement from your colleagues and team
members. Provide opportunities for open conversation and feedback across all levels of
your organization.
When providing feedback to others, pair transparent communication with additional
resources for team members to sharpen their skills and maximize their strengths. This
will enable them to bring their best to every situation, and provide more creative
feedback.
Final thoughts on the question, “What is a leader?”
Regardless of recognition or position in a company, leaders mark themselves by their
abilities to envision, motivate, strategize, and support their teams toward achievement.
They are more than managers — they are innovative and inspire others to join them on
their mission toward a greater vision. And they know there’s always room to improve
their leadership skills, ideas, and output, so they rely on mutual support with their team
members.

Manager does things right Leader – does the right things
Manages change Creates change
Control Commitment
Focused on rules Focused on outcome
Conforms Innovates
Transactional Transformational
Concerned with stability Concerned with energizing
Execution Ideas
Problems are problems Problems are opportunities
Likes control Is comfortable with risk
Works in the system Works on the system
Coordinates efforts Inspires and energizes
Follows orders People follow them
Detail Direction
Tells Sells
Results focus Achievement focus
Uses established paths Creates new paths
Provides resources and goals Provides vision
Processes People
Formal authority Personal charisma
Subordinates Followers
"what" "why"
Organizes people Aligns people
Control Passion
Initiates Originates
How Does a Leader Differ From a Manager?
A manager has the power to make others do things. A manager may delegate responsibility
solely using his or her positional power; however, this does not mean that he or she is being a
leader. A leader leads through his or her ability to influence others to do things—
accomplished by using a certain degree of power or charisma. Influence is that part of power
involving the capacity to have an effect on the character, develop someone, something or the
effect itself.
4 Managers Possess Power Managers possess varying types of power based on their
corporate role. Managers use positional power:
• Legitimate Power— Ability to influence others because of position.
• Reward Power—A manager’s capacity to reward employee performance.
• Coercive Power—Ability of the manager to remove something from a person or punish an
employee for not conforming to a request.
5 Leaders Use Personal Power Leaders typically utilize:

• Expert Power—Expertise in a specific area of knowledge that is highly valued, usually
acquired through experience.
• Referential Power—Influences others through personality, behavior, and/or charisma (a
meld of physical traits, speech, mannerisms, and self-confidence). Other important personal
traits, including empathy, persuasiveness, patience, and the ability to listen.
• Authentic Power—Strong sense of self, rather than from the position one holds. 6 Leaders
Leverage Personal Power
• Personal power is the ability to exert influence in an organization beyond the authority
granted through position. A leader effectively develops and uses personal power. Personal
power includes:
 Job knowledge,
 Interpersonal skills,
 Ability to get results,
 Empathetic abilities, or
 Persuasive abilities Leadership is a highly valued asset.
7 Trust Promoting a positive and healthy work environment requires managers and
employees to genuinely want to trust each other. The trust employees have in a manager
directly relates to the decision making process and in communicating decisions to employees.
Decision-making - factors of trust:
• Level of tolerance employees possess that impacts their willingness to trust,
• The amount of time required to build trust.
• Extent a manager trusts employees based on the methods in which they sanction employees
who violate his or her trust.
• Personal attributes of a manager are discernable by employees within a relatively short
period.

The Cs of Trust 9 Key Attributes of a Leader
• Honesty—employees assess a manager’s ability and the sincerity of his or her promises and
commitments and try to understand the decision-making process a manager uses to deal with
numerous topics, in particular those concerning employees’ employment;
• Forward-looking Mindset—employees want to believe that a manager’s actions are in-line
with a company’s organizational, departmental, and personal goals that are derived from the
company’s mission statement;
• Inspiration—employees gain trust in managers who inspire them with bold visions and
complimentary goals to accomplish them;
• Competence—employees trust managers who are supportive, loyal, self-confident,
intelligent, and open. Leaders must be open to suggestions from their employees, empower
them to take a leadership role, be available for coaching and continue to challenge them.
Leaders believe in “servant leadership”. They are not self-serving.
• Lead by Example
• Set reasonable and achievable goals
• Demonstrate the rewards of collaboration
• Encourage strong communication skills
• Be highly visible to your staff and the entire organization
• Place a high level of focus on performance:
• Recognize top performers
• Continually coach mediocre performers
• Deal effectively with poor performers
• Possess intelligence
• Strong interpersonal skills
• Self-Monitoring 12 Professional Development Leaders recognize the importance of
professional development. It should be a requirement and ongoing.
• Promotes participation in professional organizations fostering development and requiring
personal commitment.
• Encourage their employees to achieve stretch goals and take leadership positions on
projects.
• Leadership skills must be practiced; e.g. Leaders in Training

• Embrace the 3-2-1 model for leadership development:  Participate in three outreach
events,  Give two speeches or serve on two panels,  Serve on one board of directors or
committee 13 Transformational Leadership
• Visionary
• Charismatic
• Inspirational
• Challenges the status quo
• Carefully analyzes problems
• Confident
• Optimistic
14 Unsuccessful Leaders Lacks training Cognitive deficiencies Personality Challenges:
• Passive-aggressive
• High likeability floater
• Narcissist
• Disorganized
• Blames others
• Paranoid
• Ego-centric
• Self-Involved
• Passes the Buck 16 Traits - Leaders
• Steps up and assumes responsibility
• Works collaboratively
• Self-motivated
• Undertakes challenging projects
• Attracts executive management’s attention
• Understand the company’s mission and how to support those goals
• Attracts strong performers
• Offers unsolicited assistance

• High Emotional IQ
• Decisive
• Active listener
• Not threatened by others
• Possesses strong negotiation skills
• Not passive aggressive
• Chosen for difficult assignment due to their reliability, optimism and technical skills.
A manager's primary responsibility is to plan, organize, and control resources to achieve
specific goals within an organization. They focus on managing people, processes, and
systems to ensure that operations run smoothly and efficiently.
However, a leader's role is to inspire and motivate people to achieve a common goal. They
focus on building relationships and fostering a culture of trust and collaboration within an
organization. They are responsible for setting a clear vision and direction, communicating
effectively, and empowering others to act.
While there is some overlap between the roles of a manager and a leader, the primary
difference is in their approach to achieving organizational objectives. A manager tends to
focus on controlling resources and optimizing processes, while a leader focuses on inspiring
and empowering people to work together towards a common goal.
Understanding the difference between managers and leaders is essential for effective
leadership development. By learning how to balance the responsibilities of both roles,
individuals can become more effective at leading teams and driving organizational success.
What are the key differences between being a manager and becoming a leader?
Martin explained ‘This is pretty simple to me; a leader is someone who has people who want
to follow them. A Manager can manage, can organize, can solve problems, but they can do it
in isolation. A leader is judged by the people’s willingness to follow.’
What the 5 most important skills are a leader needs?
1. An understanding that you don’t ask people to do things you are not willing to do yourself
2. Being the first one to step up, to be the first into the breech as it were
3. Empathy - being able to reflect on how what they do affects the people around them
4. Reflection – being able to reflect on their own ability
5. Key skill is a recognition that they do not need to be the smartest person in the room, some
humbleness, and a willingness to empower people who are better than they are

Who Inspires you within your career?
Martin responded ‘My boss when I was at Volvo – A leader whom I would follow. He
learned, developed, and grew as a manager and leader. He was willing to learn from his
mistakes, and constantly improve.
Finally, in your opinion what is the best way to achieve leadership and management
skills?
Martin ended with ‘from experience, watch and learn from the good and the bad around you.
Read, learn, study, constantly study – you must assume you don’t know it all. I learn from
people with so much less experience than I have, all the time.’

'Leadership is a combination of strategy and character, in this Chapter we shall be looking at
some leadership styles and characteristics of leadership“
General H. Norman Schwarzkopf Leadership style relates to a specific behavior and will be
influenced by the leaders’ aims and personality as well as their relationship and interaction
with the team.
The two most commonly seen and used leadership styles are:
• Transformational
• Transactional
As well as looking at these we will also examine:
» Autocratic
• Bureaucratic
• Charismatic
• Democratic
• Laissez Faire
• Task Orientated
3.1. Transformational
Leadership "A good leader inspires confidence in the leader, a great leader inspires peoples'
confidence in themselves" Unknown 'Ihe concept of transformational leadership was
introduced by) games Burns in 1978 in his description of political leaders. He described it as
a process in which "leaders and followers help each other to advance to a higher level of
morale and motivation". A transformational approach is capable of creating a significant
change in both individuals and the wider organization by realigning; expectations,
aspirations, perceptions and values. It is heavily reliant on a leaders personality, character,
vision, challenge and example setting. Transformational leaders are focused on the 'greater
good' rather than in their individual 'power base'. In 1985 the earlier work of Burns was
enhanced by Bernard M. Bass who examined the psychological underpinning of
transformational leaders as well as its impact on motivation and performance. People with
these leaders will often feel a desire to work harder than would ordinarily be expected. They
also exhibit feelings of; trust, respect, loyalty and admiration. This process is congruent in
nature and followers develop ways to change environments, challenge current practice and
provide mutual team support.

There are four main elements of transformational leadership:
Inspirational Motivation Intellectual
Stimulation
Idealized Influence Individualized
Consideration
3.1.1 Individualized Consideration
Recognizing, that each person has specific needs, desires and concerns. Leaders show support
and empathy and challenge their team, but can also recognize an individual’s-contribution to
overall goals. Followers in turn thrive on self-development and self-motivation.
3.1.2 Intellectual Stimulation
The team is involved in decisions and they are encouraged to be creative and innovative in
identifying solutions. Leaders nurture and develop their team through questioning, seeking to
learn at every opportunity and independent thinking. People are encouraged to see the bigger
picture and ideas are not belittled or criticized.
3.1.3 Inspirational Motivation
Confidence and a sense of belonging and motivation are woven throughout the whole team.
Leadership communication is key as messages, vision and mission are disseminated to all.
Energy levels are kept high as direction; an optimistic outlook and leaders belief in everyone
abilities are regularly expressed. This is a 'glass half full not half empty' approach which
produces a 'can do' attitude.
Transformational
leadership

3.1.4 Idealized Influence
Transformational leaders are charismatic and act as role models. They have a strong sense of
Conviction, value and principle. This gives the group pride and they gain respect and trust for
each other.
3.2. Transactional Leadership
This style of leadership is more 'traditional' and managerial in nature. Staff'-obey' the leader
and in return are paid (the transaction). They have little or no say in their rewards except that
which is determined by the leader. They can also be subject to punishment' if tasks are not
thought to have been carried out correctly. The focus is on short term tasks and goals and the
opportunity for creativity, self-development and expression are severely limited.
There are four main elements of transactional leadership.
3.2.1Contingent reward
The work that must be done is clarified and rewards and/or incentives are used in order to get things
accomplished.
3.2.2Active management by exception
Work is closely monitored and corrective measures are employed to ensure accepted standards are
met.
3.2.3 Passive management by exception
Performance that is deemed unacceptable or has deviated from standards is met with
correction or punishment.
3.2.4 Laissez faire
Transactional leadership
Contingent reward Active management by
exception
Passive management by
exception
Laissez faire

Transactional leaders possess a hands-off indifferent approach to the team. They do not
respond to their needs or problems or seek to gain their opinion.
Other leadership styles include:
• Autocratic
• Bureaucratic
• Charismatic
• Democratic
• Laissez Faire
• Task Orientated
3.3. Autocratic
These leaders exhibit the following characteristics:
• As the leader they believe that they have total authority and control
• Their focus is on goal completion
• They adopt a dictatorial approach when allocating tasks
• They shows little concern for the opinion of their team, even if these would be beneficial
• They think of themselves as being the sole decision make
The perceived benefit of this style of leadership is that decisions are made quickly and
efficiently and work is done efficiently.
This type of leadership is most often seen in:
• Military
• Manufacturing
• Construction

3.4 Bureaucratic
• They follow rules and procedures to the letter and without deviation
• If they are unsure of what to do they defer 'up the chain' of command
• They act as an enforcer rather than leader
The bureaucratic leader works well in situations such as:
• For work involving high levels of health and safety concerns e.g. Height, toxicity or
machinery
• When outline tasks are performed over and over
• Safety or security
This style of leadership does not work in organizations that require staff to be creative,
innovative or flexible.
They are often promoted to leader because of rule following rather than qualifications or
expertise and this can produce a culture of resentment.
3.5 Charismatic
Charismatic leaders are linked to the transformational leadership we examined earlier. These
leaders exhibit the following characteristics:
• They inspire and enthuse staff
• They instill motivation, excitement and commitment
• There is an 'air of invisibility' about them and they can believe they can do no wrong even
when warned by their team
• The team can become reliant on this one person and so can collapse if they leave -
establishing this position as 'top dog' ensures that it is highly unlikely they would be
challenged for position
• They are adept at using body language and verbal language and can tailor their actions and
words to suit a given situation or person
• Persuasion is central
• Their well-developed social skills help gain them followers

3.6 Democratic
Democratic leaders are open in nature and want to get the opinions of everyone. This free
information sharing ensures the teams talents and skills are all utilized rather than expecting
conformity. The end decision however still sits with them.
• Team members are included in decision making but the final say is made by the leader
• Team involvement results in high productivity
• These teams have highly developed people skills
• Due to the inclusive nature of these leaders decisions can be delayed as every ones thoughts
are sought (including those who may not have the skill and knowledge to provide high
quality input)
• They are highly suited to teams that need to work together and where the need for quality-
outweighs the need for high levels of productivity
• They make their staff feel empowered
3.7 Laissez Faire
This 'leave it be' style of leader can either be seen as allowing people to work independently,
or that they may be unable to control their staff.
• The team is given complete control over their work and deadlines
• The leader doesn't get involved with people other than to provide resources and advise if
required; a need to give regular feedback is essential.
This style of leadership works with highly motivated, skilled 'starter - finisher' staff, where
autonomy increases motivation, productivity and job satisfaction. It does not work well with
staff who are poor at self-motivation or who don't have the skills, knowledge or motivation to
work independently.
3.8. Task Orientated
• A narrow focus on 'getting the job done'
• They define the roles and work involved and put structures and processes in place
• They monitor and organize peoples work
• They ensure deadlines are met

These leaders work well with staff who cannot self-manage their time but due to their focus
on the job in hand their teams’ well-being is not central. This can lead to motivation and staff
turnover concerns.
4. Leadership Models
Leadership models help us to understand why leaders act the way they do and give you a
framework or process in which you can apply your learning. They also highlight how you can
adapt to changing situations, organizations or staff.
4.1. Behavioral
These models look at leaders most effective behaviors. The managerial grid model was
developed in 1964 by Blake and Mouton and in it they identify 5 kinds leadership behavior:
Team leader
• Country WCI (accommodating)
• Impoverished (indifferent)
• Middle-of-the-road (status quo)
• Produce or perish (dictatorial)
Team leader
• Country WCI
(accommodating
• Impoverished
• Middle-of-the-road
Produce or perish

Concern for people
This is the level to which a manager or leader considers peoples; interests, personal
development and needs when accomplishing a task.
Concern for production
This is the level to which a manager or leader emphasizes; organizational efficiency,
productivity and firm objectives when accomplishing a task.
4.1.1. Team leader (sound) - high productivity / high concern for people
Blake and Mouton described this as being the pinnacle of leadership. People who choose this
style encourage commitment and teamwork. This style requires that staff feel that they are
constructive parts of the organization. It is a style that is closely linked to McGregor’s theory
Y (participative management style).
Optimum Staff system
Management
4.1.2. Country club (accommodating) - high concern for people/low concern for
productivity
The basic principle behind this approach is that as long as people are happy and secure they
will work hard. This produces a very relaxed working culture with plenty of fun. The
downside is a loss of productivity due to low direction arid control.
4.1.3. Impoverished (indifferent) - low concern for people and productivity
Someone adopting this style is trying to avoid being blamed for any mistakes. Innovation and
creativity are stifled and they evade and elude. The result is an environment which does not
motivate or satisfy and disharmony, disorganization and dissatisfaction are the order of the
day.
4.1.4. Middle-of-the-road (status quo) - mid scale balance of people and productivity
These managers and leaders attempt to balance the needs of the staff with that of the
organization. They aim for medium or average performance, but by robbing Peter to pay Paul
the result is neither high productivity nor people whose needs are met fully.
THEORY OF LEADERSHIP
Continuous Management enabling
empowering development
achievement continuous

4.1.5. Produce or perish (dictatorial) - low concern for people / high concern for
productivity
Staff needs are viewed as unimportant - they are paid a salary and in turn they are expected to
perform. Rules, punishment and sanctions are used in order to ensure goals are met and this
style can be common in situations where there is a sense that the organization may fail. This
style is seen in cases of crisis management and it is linked to Mc-Gregors theory X (theory Y
being linked to the sound team leader approach above).
Management
Staff
4.2. Functional
This style focuses on what the leader has to do to be effective - they do not address behavior.
The most common models are:
• Kouzes & Posners Five Leadership Practices
• John Adair's Action Centered Leadership
4.2.1. Kouzes & Posner's Five Leadership Practices
Kouzes & Posner suggested that leadership is a collection of behaviors and practices as
opposed to a position. It is these practices that allow the job to get done, or in their words "to
get extraordinary things done".
1. Model the way
2. Inspire a shared vision
3. Challenge the process
4. Enable others to act
Theory X
Authoritarian High Control depressed
culture no development repressive to staff
of the organization

Encourage the heart
Model the way Clarify values set an example
Inspire a shared vision Enlist others envision the future
Challenge the process Experience and take risks search for
opportunities
Enable others to act Foster collaboration strengthen others
Encourage the heart Recognize contributions celebrate
victories, values and accomplishments
4.2.2. John Adair's Action Centered Leadership
John Adair's Action Centered Leadership symbolizes the three main simultaneous, integrated
and overlapping responsibilities of a leader.
Build the team Achieve task Develop individuals
The task
This after all is why a team or group exists - to achieve a task, aim or goal and a leader is
often the person charged with getting the job done'. Many leaders therefore focus on this
element at the expense of the needs of the individual or team building.
Building the team
If this need is meet the team will:
• Be supportive of each other
• Understand their contribution and expectations
• Take shared responsibility for reaching the goal'
This approach ensures that the greater good of the team comes before that of any individual.
Develop individuals
Even within a group or team the needs of the individual is recognized - respect, praise, £,
safety, status etc.
4.3. Integrated
The main model in this leadership approach was defined by James Scouller in his 'Three
Levels of Leadership'.

OUTER LEVELS
INNER LEVEL
This model was designed to summarize what leaders have to do - not only to lead their group
or team but to develop themselves; in both a psychological and technical capacity.
The outer levels consist of public and private leadership, where public leadership are the
behaviors involved in influencing two or more people and private leadership the behaviors
involved in influencing on a one-to-one basis.
Scouller identified these behaviors as the 'Four Dimensions of Leadership' (see below for
model).
1. Collective unity team spirit
2. Action, progress and results
3. Individual motivation & selection
4. A shared purpose and vision
The inner level is concerned with a leader’s presence, skill and knows how.
Scouller identified the three elements as being:
1. Psychological mastery
2. Developing your own skills and knowhow
3. Developing the right attitude towards others
Public, Private and Personal

4.4. Situational
These leadership models are also called contingency and they are based on the principle that
behavior is determined and influenced by the situation you find yourself in. The main models
in this group are:
• Bolman & Deals 4 Frame Model
• I Jersey and Blanchard's Situational Leadership Model
• Kurt Lewins 3 Styles Model
• Path-Goal Theory
• Tannenbaum & Schmidts Leadership Behavior Continuum Model
• The Fiedler Contingency Model
• Vroom-Yetton Leadership Model
4.4.1 Bolman & Deals 4 Frame Model
Bolmand & Deal (1991) said that leaders should approach the organization from the view of
Frames:
Structural Resources
Political Symbolic
Human
These frames can be used individually or in combination and the idea is that leaders should
change their 'frame' or 'view' in order to prevent becoming 'stuck'.
Most organizations use the structural framework at the expense of the other 3. This may be
due to lack of awareness or rigid thinking.

Political Framework
conflict resolution coalition
building power bases
'fighting' for resources
'mismatch' of needs & wants
(e g organization &
individual)
Human Resource
Framework
Peoples needs personal
growth job satisfaction
skills to participate
Structural Framework
task orientated how to change
formal policy clarify roles &
responsibility systems &
procedure setting measurable
goals
Symbolic Framework
sense of purpose & meaning
in someone’s work inspiring
people vision
performance is recognized
creating symbols
4.4.2 Hersey and Blanchard's Situational Leadership Model
This model is based around the idea that there is not one optimum style of leadership, but that
effective leaders adopt their style to the maturity of the group or team and the task that needs
to be accomplished. They defined leadership style (S1-S4), maturity level (M1-M4) and
development levels (D1-D4).
Leadership style - 'S'
Hersey and Blanchard defined leadership style in terms of:
. Telling SI
• Selling S2
• Participating S3
• Delegating S4

High Participating S3 Selling S2
Relationship and
supportive Behavior
Delegating S4 Selling S1
Love
Low Task Behavior and
Directive
High
Behavior 51-54 Description
Telling (S1) The leader defines roles One way
communication Leader is prescriptive in telling;
how, what, why, when and how
Selling (S2) Two way communication Leader still provides
direction Leader provides emotional support and
people are influenced into ‘buying in'
Participating (S3) Shared decision making Leader provides less task
behavior instruction
Delegating (S4) Leader is still involved and monitors progress
Individuals and groups now have responsibility
for processes
Maturity level - 'M'
Knowing what leadership style to use is influenced by the maturity of the person or group
you are leading.
M1 Low Unable & insecure
Lacking in skills
Unable to take responsibility
Unwilling to take responsibility
M2 Moderate Unable to take responsibility Willing to
work on tasks Enthusiastic novice
M3 Moderate Experienced and able to do the task
Lack confidence to take on
responsibility
Unwilling to take on responsibility
M4 High Task experienced
Comfortable in the knowledge they can
do it well
Able & willing to do the task

Can take responsibility for the task
Development level - 'D5
This looks at the commitment and competence of the people being led. A highly motivated
leader with high but realistic expectations of their team produces staff with high levels of
Personal performance
D1 D2 D3 D4 Remarks
Low competence
and high
commitment
Low
competence and
low
commitment
High
competence
low/variable
commitment
High
competence high
commitment
Check in
between
Lacking skills has
confidence or has
motivation to have
ago
May have some
skills can’t do
the job without
help task maybe
new to the
May lack
confidence by
themselves may
lack motivation
has experience
and capability
Comfortable in
the their ability
maybe skilled
then the leader
experienced in
the job
Developing Developed
4.4.3. Kurt Lewin's 3 Styles Model
Kurt Lewin identified three styles of leading back in 1939:
• Authoritarian (autocratic)
• Participative (democratic)
• Delegate (laissez - faire)
Authoritarian (autocratic)
• Sets out clear instructions for what and how things need doing
• There is clear demarcation between the leader and their staff
• Leaders make decisions by themselves with little or no input from the group
• People who exhibit this style can be viewed as controlling and doctorial
• Communication is one way
• Leaders can be powerful and controlling
• Decisions are made quickly
Participative (democratic)

• This style of leadership is considered to be the most effective
• These leaders offer guidance, participate in the group and seek input from the team
• This style works particularly well when a decision is enhanced by having everyone involved
• The leader retains the final vote
• Team members are motivated and feel part of a creative process
• 'I he decision making process can be slow and consensus hard to reach
Delegate (laissez - faire)
• This style can be viewed as 'non-leadership'
• Leader gives little or no guidance to the team - hands off approach
• Roles and expectations are poorly defined
• Staff set their own goals, work, methodology and pace
• It can work well in highly skilled and motivated environments but can led to a lack of
direction, output, motivation and moral
4.4.4. Path-Goal Theory
This model was developed by Robert House in 1971, with a revision in 1996. House
suggested that the main role of a leader was to motivate his team by:
• Clarifying / increasing the teams personal benefit in striving for and reaching their goals
• Clearing and clarifying the path that would achieve their goals
Path-goal theory is led by both follower and workplace characteristics 4 leadership styles
were identified:
1. Directive
2. Supportive
3. Participative
• The leader retains the final vote
• Team members are motivated and feel part of a creative process
• 'I he decision making process can be slow and consensus hard to reach
Delegate (laissez - faire)
• This style can be viewed as 'non-leadership'

• Leader gives little or no guidance to the team - hands off approach
• Roles and expectations are poorly defined
• Staff set their own goals, work, methodology and pace
• It can work well in highly skilled and motivated environments but can led to a lack of
direction, output, motivation and moral
4.4.4. Path-Goal Theory
This model was developed by Robert House in 1971, with a revision in 1996. House
suggested that the main role of a leader was to motivate his team by:
• Clarifying / increasing the teams personal benefit in striving for and reaching their goals
• Clearing and clarifying the path that would achieve their goals
Path-goal theory is led by both follower and workplace characteristics 4 leadership styles
were identified:
1. Directive
2. Supportive
3. Participative
4. Achievement Orientated

Style of the leader Description given Work Place
Characteristic
Follower characteristic
Directive Gives clear guidance and
direction no emphasis on
personal needs descriptive in
nature team experience is often
lacking the team accept control
Group cohesion tasks
are
unstructured and
interesting
team wants
authoritative
leadership
Team is inexperienced
they
want the leader to direct
they
don’t think they have
power
Supportive Friendly and helpful working
environment the team doesn’t
need close supervision but
needs
protecting from stress leader
looks after psychological
welfare of team
Predictable and easy
tasks
authority is weak/
unclear team
cohesion is poor
team has high
ability
The team is experienced
and
confident they don’t like
to be
closely controlled they
think
they have power
Participative Team consultation opinion of
team is genuinely considered
team has authority team has
motivation to achieve
The team wants to be
involved
team is very capable
tasks are
complex and
instructed can have
effective or un
effective
cohesion
and
confident they think they
have
power they don’t like
close
control they want to have
control over their own
work
Achievement
orientated
Emphasis on outstanding
personal achievement leader
sets
ambitious and welcomed goals
trust, respect and mutual belief
Authority is clear
tasks are
unpredictable or
complicated
authoritative
leadership is
welcomed
and
confident they think that
they
may lack some power
they
respect their leader they
don’t
mind the leader setting
the goals
Path goal theory works on the assumption that leaders can and should vary their attitude and
behavior according to the situation they and their team find themselves in.

4.4.5. Tannenbaum & Schmidt's Leadership Behavior Continuum Model
Robert Tannenbaum and Warren Schmidt published a paper entitled 'How to Choose a
Leadership Pattern in 1958. They believed that leaders have a choice of seven decision
making options and that a range of pressures are associated with each.
Use of authority by the manager Area of subordinate freedom
Manager
tell the
team after
they have
made the
decision
Manager
sells the
decision
Manager
invites
questions
after
presenting
their ideas
Manager
suggest a
provisional
decision
and open
discussion
Manger
presents
the
problem,
get team
suggestion
and
decision
for
themselves
The
manager
state the
parameter
and ask the
team to
decide
Manager
allows the
whole
team to
develop
options
and make a
decision
based on
their
boundaries
As the leader moves from left to right they give up their autonomy in the decision making
process and involve the team until it becomes self-managing.
This model concentrates on the decision making element of leadership.
4.4.6 The Fiedler
4.4.6. The Fiedler Contingency Model
This model was first seen in 1967 and it is based on the premise that the effectiveness of a
leader is based on two forces:
ership style
These two forces were collectively called by Fiedler ‘Situational Contingency’.

Leadership style
Fiedler said that leader style was fixed and could be measured using the LPC scale – Least
Preferred Co-worker. By considering someone who was your least favorite person to work
with you can rate this person on his LPC scale. He believed that if your total score was high
you were likely to be an relationship orientated leader, who is adapt at managing and
avoiding conflict and places an emphasis on establishing personal connections. On the other
hand if your total scores was low you are more likely to be task orientated who are effective
task completers but see building relationships as a low priority.
Characteristic Characteristic
Unfriendly Friendly
Unpleasant Pleasant
Rejecting Accepting
Tense Relaxed
Cold Warm
Boring Interesting
Backbiting Loyal
Uncooperative Cooperative
Hostile Supportive
Guarded Open
Insincere Sincere
Unkind Kind
Inconsiderate Considerate
Untrustworthy Trustworthy
Gloomy Cheerful
Quarrelsome Harmonious
Situational favorableness
Fiedler identified three situational components that would determine the favorableness of
situational control:
• Leader - member relations = the level of trust and confidence the team has in its leader
• Task structure = how well does the team and leader understand their task
• Leader position power = how much influence does the leader have
This model has been criticized due to its lack of flexibility and assumption that a leaders style
is static and unable to be adapted. People are expected to fall in either the task or relationship
orientated end of the spectrum.
4.4.7. Vroom-Yetton Leadership Model
Developed by Victor Vroom and Phillip Yetton in 1973 this model states that the best style of
leadership is one which is contingent to the situation. They identified 5 leadership styles for
group decision making.

Style Description
Autocratic type 1 (Al) Leaders make the decision based on the
information they have at
the time
Autocratic type 2 (All) Information is sought from the team but the
end decision is down to the leader. The
decision or any problems may not be
communicated to the team
Consultative type 1 (CI) Team members are individually asked by the
leader for their
ideas and input
The leader shares the problem individually
Team members may not be influenced by the
opinions of others
The leader makes the final decision
Consultative type 2 (CHI) Ideas and suggestions are shared as a group
Through group discussion the whole team
understands what
alternatives are open to them The leader
makes the final decision
Group based type 2 (Gil) Ideas and suggestions are shared as a group
and problems and
situations are examined using brainstorming
techniques
The leader does not force his decision
through but rather they
accept the decision of the group
4.5. Trait based
Traits are described as a distinguishing quality or characteristic'.
Traits are part of a leaders profile and there is yet to be a definitive list. There are however
distinctive qualities that arise in effective leaders which some would call leadership presence.
Leaders with good ‘traits are sometime said 'to be born and not made'.
There are 3 main trait based leadership theories:
1. Carlyle and Galton
2. Kouzes and Posner - trait theory
3. Ralph Stogdill - trait theory
4.5.1 Carlyle and Galton
Carlyle first suggested the idea of "great man theory" back in 1849. He believed that history
was shaped by extraordinary leadership and this theory was developed further by Galton who

said that leadership traits were unique to extraordinary individuals and could not be
developed.
4.5.2 Kouzes and Posner - trait theory
James Kouzes and Barry Posner surveyed 630 managers about their experiences of positive
leadership and in doing so developed
10 key leadership qualities that staff sought - these are qualities staff want not what they
actually experienced!
From these 10 qualities they developed the Leadership Challenge Model described in section
4.2.1 above.
4.5.3. Ralph Stogdili - trait theory
Unlike Kouzes and Posner Ralph Stogdill's research found that there was in fact no
agreement on the traits that staff wanted their leader(s) to possess. This may be because you
are trying to measure something which cannot be easily defined and that just because
someone has a given skill it doesn’t mean they are adept at using it.
5. Leadership Philosophy
Philosophies differ from the leadership models and styles we have discussed earlier. To recap
leadership style relates to a specific behavior and will be impacted on by the leaders’ aims
and personality as well as their relationship and interaction with the team. Leadership models
on the other hand gives you a framework or process in which you can apply your learning
and highlight how you can adapt to changing situations, organizations or staff.
The 5 main leadership philosophies are:
1. Authentic Leadership
2. Ethical Leadership
3. French and Raven - Sources of Power
4. Servant Leadership
5. Value-based leadership
1. Honest
2. Forward looking
3. Inspirational
4. Competent
5. Fair minded

6. Supportive
7. Broad minded
8. Intelligent
9. Straightforward
10. Dependable
5.1 Authentic Leadership
The idea of being authentic dates back to the ancient Greeks and the notion of being true to
one's self.
Craig and George in their book 'Defining Your True North' describe the 4 qualities of
authentic leadership as:
1. Being true to yourself in the way you work
2. Being motivated not by your ego but by a bigger purpose
3. Making decisions not because you want to be liked or it will help you 'get on' but because
they fit your value system and feel right
4. Concentrating on long term sustainability
5.2 Ethical Leadership
The main elements in ethical leadership involve:
• Corporate Social Responsibility (CSR)
• Fair Trade'
• Work life balance and the psychological contract
• 4 P approach - Purpose, Planet, People, Principles
5.2.1. Corporate Social Responsibility (CSR)
CSR is a type of self-regulation in which an organization monitors and complies with ethical
standards, international 'norms' and the spirit of law.
It is not however a new concept and the notion of having business transparency was
suggested in 1916 by J.M. Clark.
There are thought to be two main aspects to CSR namely:
• The quality of management and leadership in terms of process and people and
• The quality and nature that they have on the wider society

Good leadership makes the society into a positive and content society. A leader with the good
amount of self-confidence can keep the people in the society motivated and aspired and
works for the betterment of the society rather than the own benefits of himself.
Effective leadership includes exhibiting a strong character in a society. Leaders exhibit
honesty, integrity, trustworthiness and ethics. Leaders are helpful and help everyone in
society. They are always there in social development activities.
Leadership impact
Human beings are social animals and living together in large groups naturally meant that
people needed to adopt different roles and accomplish different groups. in order to, give
structure to society and help society to grow and develop because, people were naturally
divided into leaders and followers. Therefore, the leaders paved the way and moved from one
frontier to another likewise, directing the others. while, the followers completed the tasks
assigned to them and helped bring the changes about. Ethics
Leadership is a process whereby an individual influences a group of individuals to achieve a
common goal. A strong leader (leadership) needs good communication skills, training
teaching and listening requires the ability to communicate well with others.
Leadership for a positive and content society
A leader who is good at what he does is able to keep people motivated and inspired. Above
all, the work for the greater good of society and not just his own personal gains and is able to
respect his people. Consequently it will be successful in creating a positive and happy society
“The key to successful leadership today is influence, not authority---Kenneth
Blanchard”
Leaders have great discipline and they want and inspire others to follow the same path. Such
skills and qualities of leadership are really important in our society. It’s because our future
and success depend on, how we invest money and time in everyday life. If we invest money
and time wisely, we need to make strong leadership skills in ourselves.

“A leader is one who knows the way, and shows the way.—John Maxwell”
Ego is the enemy of strong leadership. Leaders should not be egoistic and they should listen
and care about the feelings of others in their leadership. They make and inspire others to
become successful during period of their leadership.
Behaviors of strong leadership Skills
Solving problems effectively ethics
Operating with a strong result orientation
Clear communication skills
Seeking different perspective
Supporting others
It is quite remarkable that even when strong leadership is effective in the social while, not
corporate context, it has an impact on people’s professional lives.
When a society is led by a powerful, positive and forward-thinking leader, one of the main
areas of focus is people’s professional development. Similarly, it goes without saying the
professional progress is required for economic growth and no society can do well without
financial stability. Hence, good leaders are those that seem like; take all factors into
consideration even, if their role is ostensibly limited to one niche. ethics
A strong leader will always be mindful of the facts that people need to be achieving
something in their professional capacities. Most noteworthy, in order to lead the society
forward and hence, the leader will emphasize the importance of education, picking the right
career, working hard and focusing on performance.
Part of ethical practice covers stakeholder analysis which must take a much wider view in
defining who these people, groups, organizations and sectors are. You can then establish their
needs and access their impact on the organization.
5.2.2. Work life balance and the psychological contract
We will all have probably used the phrase 'I need a better work life balance' or 'I live to work
not work to live'.
A psychological contract covers that which is not defined in a formal written contract of
employment. It covers beliefs, perceptions and informal elements of your role and is usually
not enforceable.
It is often represented by an iceberg in which written contractual elements e.g. work and pay
is above the waterline and that which is hidden, not agreed or may be seen differently by
parties is below the waterline.

Organizations and leaders should be looking to ensure the iceberg rises out of the water as
misconceptions and misinterpretations are clarified.
5.2.3. P-Approach - Purpose, Planet, People, Principles
This aim as far as this model goes is to balance the organizational purpose with the personal
needs of people whilst giving due consideration to the world we live in. Organizations that
face inwards can no longer maintain success and growth and leaders must now act with
global accountability.
P Description
Purpose Why does the organization exist?
Shareholder, cost
effective public services
Planet Our world
Environment
Fair-trade
Resources
Sustainability
Wildlife
People Stakeholders see 5.2.1 above
Principle Integrity Honesty Truth
5.3. French and Raven - Sources of Power
According to John French and Bertram Raven (1959) power can be divided into 5 bases:
1. Coercive power
2. Reward power
3. Legitimate power
4. Referent power
5. Expert power

5.4. Servant Leadership
Servant leadership was described by Robert Greenleaf. These leaders give attention and
priority to their colleagues and the organization. They ensure engage in personal development
and they solve their problems.
exper
power
base legitmate
referent corecive
Force into something seeking
compliance can involve abuse of
power use of threat
Giving information
Giving knowledge
giving expertise build
truth
Giving punishment
the power base is
obeyed base on title
not leadership
power not strong
unless combined
giving acceptance
giving approval
power base seen as role
model admiration
base can be lost
Giving thing away they
dislike positive reward,
reward can be lose
impact
action only taken for
reward
Reward

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