Leaders Are Not Made, They Are Exposed

In team leadership, the Hill Model is stated by Northouse (2016) as “to simplify and clarify the complex nature of team leadership and to aid leadership decision making for team leaders and members” (p. 366). This model has several key concepts and practices that this paper will look at and exploit the aspect of influence and processes that people in a groups or teams interact and the force within the group acting to unit all the members or leadership functions. Whether traditional leadership of teams or groups with a formal leader or a self-directed group with no specific leader all benefit from an shared leadership with the attention and focus of all members on the groups process dynamics. This is more so the case in virtual teams benefiting from shared leadership. Team-based structures in organizations have several positive characteristics and are capable of increasing production, allocation and use of resources, effective on making decisions and problem solving, increased quality and services as well as, fluent innovation and creativity, as listed by Parker (as cited in Northhouse, 2016, p. 364).

According to Vance Packard, leadership appears to be the art of getting others to want to do something that you are convinced should be done (Lewis, 2003). Leadership is a pertinent part of project management. James Lewis (2003) says leadership is not a position; it’s the ability to gain commitment from people. According to Professor Warren G. Bennis, “Leaders are people who do the right thing; managers are people who do things right”. The importance of leadership in a project is demonstrated in the case study, “A Peaceful Evacuation: Building a Multi-Project Team Battalion by Leading Upward”. This case study involves two leaders, who had similar, but mostly, different

Abstract: There are numerous definitions of leadership, all of which contain elements related to people (the leader and the follower(s)), communicating in person or by the written word, actions (organizing, directing, coaching, and/or motivating), and for a purpose (meeting a goal(s) or accomplishing a task(s)) (ADP 6-22) (Fisher 2015) (Bolden 2013) (Hogan 2005). Additionally, everything done occurs within a given context. Effective leaders are poised, proficient, pertinent, and practical in the application of the art of leadership. This means leaders are ready to engage the group with effective methods and

These are leaders are amazing people an inspiration. The people I’ll be talking about are fantastic people inspiring. Sisilia Osai my mom is a true leader determined, Steve Harvey is a hard worker he got where he wanted to be with courage and never giving up, and Malachi osai did everything for his family.

During the video, Group Work: Leading in the here and now, Part II: Transition and flight (Association for Specialists in Group Work (n.d.), there were several interactions that caused me to take notice. Furthermore, they were indications that the group had reached a transitionary stage. Corey, Corey, and Corey (2010) stated that, “this is a time in the group in which both members and leaders are learning about each other’s capacity and style for change,” (p. 181). Multiple times during the presentation, exchanges were demonstrated between group members that identified their willingness to confront, become vulnerable, as well as offer signs of resistance to what was happening within the group.

Leadership is the most practiced aspect of an organization but yet the most dynamic and complex phenomenon. Humans are gregarious beings and tend to consciously or unconsciously form groups whenever they meet. Much scholarly work have been in human extraversion in informal groups but yet changing time and behavior demand that groups be considered for their particular qualities in its environment in a time that information about the group is required. This is because groups are dynamic and so is leadership. Chemers (1997) defined leadership as a process of social influence where one person can influence others to contribute willingly to the achievement of a common goal

The first dimension associated with online leadership development is online activity. In regular off-line settings, individuals often depend upon their social ability to spread and obtain information and build networks that function as social conduits for

Understanding how and why a leader emerges from a group is crucial for understanding social interactions and structures in almost any context. The leader-follower dynamics shape relationships as local as a small family relationships and as broad as top elected official’s relationships with the public. Whether its working to accomplish an organizational goal or mobilizing a movement to support a worthy cause, leaders emerge and followers look towards them for guidance and direction. The most interesting question, and the main objective of this paper, is how and why certain people lead and while others follow. To answer this question, not only is it important to look at the individual differences of emergent leaders but also the network ties formed between the leaders and the followers. This paper will first review the variety of ways of measuring the establishment of a leader through network analysis and then discuss the potential reasons for why leaders emerge. Leader emergence is primarily split between three fronts, including 1) individual differences such as personality and ties of the leader, 2) individual differences of the followers and 3) situational differences such as network medium (i.e. in-person or virtual) and leader selection processes. This paper will also discuss how these leaders affect the entire network and organization. Finally, this paper will discuss existing gaps in the the literature on emerging leadership in the context of network analysis and

Leaders primarily use expert, referent, and reward power to influence members of the in-group. The out-group includes followers with few or no social ties to their leader, in a strictly task-centered relationship characterized by low exchange and top-down influence. Leaders mostly use reward, as well as legitimate and coercive power, to influence out-group members.

As most of us are aware the Fiedler’s contingency theory of leadership effectiveness is based on studies of group effectiveness, and relationships between leaders and organizational performance. Understanding teams and how to communicate while working on projects is a major dilemma when first starting a project. It is important for managers in the field to have the skills needed to successfully form and manage a team (Senaratne, S., & Gunawardane, S., 2015). Managers has to have an understanding of the difference between creating a group and successfully forming a team. Research shows that groups are created to share information and are mostly held accountable for their individual actions whereas a team tends to share one thought and are accountable and graded on the end result as a team (Robbins & Judges., 2003).

Kristin’s role in Group 1 fell into initiating and encouraging (Oclott, 2016). She began the task of establishing the team by creating a virtual work area for all members to access and initiating the first meeting, thus creating an environment of trust (Malhotra, Majchrzak, & Rosen, 2007). In addition, Kristin’s dedication to communicating with outside entities guaranteed the group looked professional and organized. She was the point of contact for Dr. Wagner, and was responsible for finding a date all were available. She decided the format of the interview, and really became the voice of the group for our distance

Leadership is individual who help in creating and achieving shared goals. Some compel other drive from the groups. Leadership is social affiliation of three constituent leaders, followers and the context (Nye, 2010). Leadership is the ability to move a group towards a common goal. Leadership is an activity, by which one can stimulate others to work in order to achieve a given goal (Val & Kemp, 2013). Leadership styles can be generally divided into positive, negative and neutral. Negative style has the strongest effect on the creativity, motivation, and inspiration of the employee’s. Neutral behavior relates to lack of regular information. Leaders help followers to establish goals and guide them toward achievement of goals thereby allowing them to be effective (CL, 2013). I argue that effective leaders have different set of skills in their armor, which they use according to the demand of the circumstances for achieving the targets. Moreover, it depends upon the leader’s gender, ethnicity, and power for being effective. In the process of formation of groups and teams leader’s gender composition has important meaning for the group members. This usually affect in the behaviors and performance of the group. Emotional intelligence of the leaders signifies about the accomplishment of the results. Successful leaders always take the risks. They are always prepared for the criticism.

To debate the statement ‘managers can be developed, but leaders are born, not made’ we first need to gain an understanding of the roles played by managers and leaders, outlining the perceived differences and how these have evolved over time. This will provide the context for discussion of

“Are leader born or made?” I still remember the first time I had to seriously ponder that question. It happened in August of 2011. I was roaming through a roomful of tables showcasing all the extracurricular activities of my new community college. Suddenly, I stopped in front of a table with a one-word poster: “L.E.G.O.”. What attracted me to that table was the feeling of familiarity of the word to my native language, Spanish. It is not really a word in Spanish and at that time, I didn’t know if it was an actual word in English. When I finally got near the table somebody gave me a brief overview of what LEGO was and told me I could fill out an application and write a short essay. The question of the essay was “are leader born or made?” and I decided to give it a shot. That was the day I officially began my quest in finding out who I was as a leader. Today I believe leaders are made and not born because my experience in life has shown me that being a leader is more than having an extrovert personality is about being able to learn, recognize and follow great leaders, and learn to be a follower as well as a leader.

Are leaders made or born? The ever-persistent question asked when someone starts talking about leadership. To this I say we were all born, correct? Leaders and the leadership role are not inherited traits passed down through the DNA genome pool of the extraordinary powerful leaders. No, they build upon their naturally skills and abilities, and observe behaviors of great leaders before them. Believing in themselves that their best is yet to come. So the answer is neither, great leaders adapt and learn from their surroundings, the best leaders are the beast learners.