The document discusses various definitions and theories of leadership, including that leadership involves influencing others to achieve common goals, occurs in groups, and involves both leaders and followers. It also examines different leadership styles and theories such as behavioral, contingency, trait, and power/influence theories. The qualities of an effective leader are identified as well as skills such as effective communication, problem solving, and motivating others.

1. Jasmine Paul
Rachel Duffy
Dinh Thi The
Phomolo Madome

2. “The art or process of influencing people so that
they will strive willingly and enthusiastically
toward the achievement of group goals”.
(Weihrich & Koontz, 2005)
“Leadership is the art of getting some else to do
something you want done because he wants to do
it”
(Dwight D. Eisenhower)

3.  Leadership is a process (affecting and being affected by
followers)
 Leadership involves influence (how the leader effects
followers)
 Leadership occurs in groups (context in which leadership
takes place)
 Leadership involves common goals (achieving something
together)
 Leadership is a process whereby an individual influences a
group of individuals to achieve a common goal

4.  Having a structural framework
 Making sound and timely decisions
 Setting examples for others – act as a role model
 Knowing the team and looking out for their well-being
 Keeping the team informed
 Ensuring that tasks are understood, supervised and
accomplished
 Using the full capabilities of the team

5.  To create a supportive where people can
grow, thrive, and live in peace with one another
 To provide sustainability for future generations
 To create communities of reciprocal care and shared
responsibility where every person matters and each
person’s welfare and dignity is respected and
supported.

6. Transactional leader Transformational leader
 Promoting compliance with  Critical thinkers who promote
employees or followers. ways of thinking innovatively
 Leaders are not looking to  Have a vision and the ability to
change or think creatively, they implement change when
are solely focused on “getting the necessary
job done”
 Results in a higher performance
 Rewards are given based on good of employees than transactional
work ethic and attitude leadership

7.  Educated in matters concerning leadership
 Skilled communicator
- promotes self confidence and trust
 Problem solver
 Creative
- ability to be innovative and think outside the social and political
norms
 Open-minded
 Motivator
- ability to empower others to work towards a common goal
 Honest and ethical
 High emotional intelligence
- reflective and self-aware

8.  4 main groups of leadership theories:
 1. Behavioral theories – What does a good leader do?
 2. Contingency theories – How does the situation influence
good leadership?
 3. Trait theories – What type of person makes a good
leader?
 4. Power and influence theories – What is the source of the
leader's power?

9.  Focuses on how leaders behave
 Kurt Lewin (1930) developed a leadership framework based on a
leader's decision-making behavior. 3 types of leaders:
 Autocratic leaders- make decisions without consulting their
teams.
 Democratic leaders- allow the team to provide input before
making a decision, although the degree of input can vary from
leader to leader.
 Laissez-faire leaders- don't interfere; they allow people within
the team to make many of the decisions.

10.  Realization that there isn't one correct type of leader- led
to theories that the best leadership style depends on, the
situation.
 Questions to ask: When a decision is needed fast, which
style is preferred? When the leader needs the full support
of the team, is there a better way to lead? Should a leader
be more people oriented or task oriented?
 The Hersey-Blanchard Situational Leadership Theory links
leadership style with the maturity of individual members
of the leader's team.

11.  Leaders share a number of common personality traits
and characteristics- leadership emerges from these
traits.
 Early trait theories- Leadership is an innate, instinctive
quality that you either have or don't have.
 Traits are external behaviors that emerge from things
going on within the leader's mind – These internal
beliefs and processes that are important for effective
leadership.

12.  Based on the different ways in which leaders use
power and have influence
 French and Raven's Five Forms of Power-
distinguishes between using your position to exert
power, and using your personal attributes to be
powerful.
 Model suggests that using personal power is the
better. Expert Power (the power that comes with
being a real expert in the job) is the most legitimate
of these, that you should actively work on building
this.

13. Focus on interpersonal communication and conflict
management.
 Be a good listener: Listen to what your staff members
have to say.
 Pay attention to people using common courtesy
 Use powerful, positive language in your interaction
with others.

14.  Respect your staff
 Look for your staff’s positive qualities
 Look for the proper time to talk to your staff about work related issues
or concerns
 Be honest
 Show appreciation
 Avoid battles
 Be direct
 Keep your commitments to staff

15.  Cohan, P.S. (1957). Value Leadership: The 7 principles that drive corporate value in any
economy .
 Curtis, E., & O‘Connell, R. (2011). Essential leadership skills for motivating and
developing staff. Nursing Management, 18(5), 32-35
 Mind Tools. (2012). Dunham and Pierce‘s leadership process model. Retrieved April 15,
2012, from http://www.mindtools.com/pages/article/leadership-process.htm
 Peter G. Northouse .(2009). Leadership: Theory and Practice, 2-9
 Project Kaleidoscope. (2007). Volume IV: What works, what matters, what lasts: what
works an essay what is leadership?
 Stogdill, R. M. (1974). Handbook of leadership: A survey of the literature. New York: Free
Press
 Susan M. H. Leadership Rewards and Recognition: Leadership Success Secrets.
http://humanresources.about.com/od/leadership/a/leader_reward.htm
 Weihrich H,. & Koontz H. (2005). Management: A Global Perspective. McGraw-Hill,
Singapore

16.  Started with the terms “leadership”, “leadership
definition”, and “leadership values”.
 Read introductions of books dealing with leadership
to explore the topic
 Used CINAHL to research common leadership skills
and theories

17.  Shared ideas and views about leadership and what we
thought essential skills were
 Came together to organize the presentation from a
broad view to a specific outline based on theories