Leadership can be understood by looking at its key variables: leadership effectiveness, leader characteristics and style, follower characteristics, leader behavior, and leadership context. Leadership effectiveness is the final test of whether a leader is successfully doing his or her job. Much of the difficulty in making generalizations about leadership is due to the different definitions of leadership effectiveness. The characteristics and style of a leader are central to most leadership frameworks. Two issues affect leader characteristics : (1) Do effective leaders share traits that differentiate them from others, and (2) Does experience make leaders more effective? Two issues focus on leader style : (1) Do effective leaders use a common leadership style, and (2) Are leadership styles fixed, or can leaders change them to fit the situation? Since leaders cannot lead without followers , several questions are relevant. What characteristics of followers are important? Can great leadership overcome mediocre followers? Do leaders treat all followers alike? What type of behavior should leaders exhibit? Do effective leaders behave in unique ways? How do the characteristics of followers influence the behavior of leaders? Finally, leadership context influences the following: style, characteristics, and behavior of leaders; characteristics of followers; and leader effectiveness. An overwhelming amount of evidence demonstrates that leader actions which work well under some circumstances do not necessarily work well under all circumstances.
1. Defining effectiveness based on perception may not align with objective measures. 2a. Certain traits seem to be related to the perception of leadership, but having those traits is no guarantee of success. 2b. Prior experience is not a predictor of success because situations differ. 2c. Regardless of effectiveness, people characterize individuals as leaders if they possess certain traits and if they show high-people/high-task behaviors. 2d. Low self-monitors tend to meet every leadership challenge with the same response. High self-monitors adjust their style to the situation. 3a. Leader effectiveness is enhanced by “good follower” behaviors. 3b. Leaders give preferential treatment to members of the “in” group. 4a. A follower’s personality, experience, skills, and motivation influence the actions of a leader. 4b. The proper amount of employee participation in decision making depends on situational factors, such as quality requirements or conflict over options. 5a. No leadership style is effective all of the time. 5b. Effective leadership depends on situational variables: position power, task structure, leader-member relations, the work group, and culture. 5c. Formal leaders do not always matter.
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