Sun.Star Pampanga - - PERSPECTIVE! -


Lead­er­ship is an abil­ity to lead peo­ple in or­der to achieve spe­cific goals. This is a man­age­rial re­la­tion­ship be­tween the leader and his or her fol­low­ers based on an ef­fec­tive com­bi­na­tion of dif­fer­ent sources of power for the spe­cific sit­u­a­tion. As a rule, lead­er­ship aimed is en­cour­ag­ing peo­ple to achieve com­mon goals.

The nec­es­sary re­quire­ment of lead­er­ship is the pos­ses­sion of power in cer­tain for­mal or in­for­mal or­ga­ni­za­tions of dif­fer­ent lev­els and scale. These or­ga­ni­za­tions may range from the state and groups of coun­tries to gov­ern­ment agen­cies, lo­cal gov­ern­ments, na­tional or so­cial move­ments and groups.

For­mal­ized leader’s power is tra­di­tion­ally fixed by law. But in all cases the leader pos­sesses so­cial, psy­cho­log­i­cal and emo­tional sup­port in the com­mu­nity or in groups of peo­ple who fol­low him or her.

There is for­mal and in­for­mal lead­er­ship. In the first case the sub­or­di­nates are in­flu­enced from the cer­tain po­si­tion. The process of in­flu­enc­ing peo­ple through per­sonal abil­i­ties, skills and other re­sources is called in­for­mal lead­er­ship.

It is be­lieved that ideal lead­er­ship com­bines two bases of power: per­sonal and or­ga­ni­za­tional.

Lead­er­ship aims at achiev­ing or­ga­ni­za­tional ef­fec­tive­ness. On the one hand, lead­er­ship is con­sid­ered to be a par­tic­u­lar set of qual­i­ties at­trib­uted to those who suc­cess­fully in­flu­ence the oth­ers. On the other hand, this is a process of no-force achiev­ing goals by cer­tain groups or or­ga­ni­za­tions.

Since an­cient times the con­cept of ef­fec­tive lead­er­ship was tra­di­tion­ally de­fined on the ba­sis leader’s qual­i­ties or sam­ples of his or her be­hav­ior.

Lead­er­ship dif­fers de­pend­ing upon the scope by which a par­tic­u­lar in­di­vid­ual seeks to at­tain a goal or ob­jec­tive that has been set forth. Each or­ga­ni­za­tion func­tions suc­cess­fully be­cause of its lead­er­ship. It is im­por­tant for each com­pany to have a good lead­er­ship. There are many dif­fer­ent types of lead­er­ship styles that var­i­ous companies dis­play and ex­hibit. Typ­i­cally, when fo­cus­ing on lead­er­ship and the dif­fer­ent types, the two are note­wor­thy tasko­ri­ented lead­er­ship and re­la­tion­ship-ori­ented lead­er­ship. As with all lead­er­ship mod­els, each has its pros and cons and suc­cesses and fail­ures.

Suc­cess can be achieved us­ing ei­ther lead­er­ship styles. Purely task-ori­ented lead­ers are likely to keep their dis­tance psy­cho­log­i­cally from their sub­or­di­nates and tend to be more cold and aloof to­wards them. Suc­cess­ful tasko­ri­ented lead­ers are in­stru­men­tal in con­tribut­ing to their groups’ef­fec­tive­ness by set­ting goals, al­lo­cat­ing la­bor and en­forc­ing rules and sanc­tions. They ini­ti­ate struc­ture for their sub­or­di­nates, de­fine the roles of oth­ers, ex­plain what to do and why it needs to be done and es­tab­lish well-de­fined pat­terns of or­ga­ni­za­tion. — oOo—

The au­thor is SST III at Ca­machiles Na­tional High School, Di­vi­sion of Ma­bal­a­cat City

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