To the extent that leadership is an art, what methods come to mind for improving one’s “art of leadership”? What characteristics of leaders, followers, and situations could you add to those listed in Figure 1.2 on page 16? 16 Part One Leadership Is a Process, Not a PositionLeaderFIGURE 1.2Ailu ollPersonality,position,expertise, BAAn Interactionalences yFramework forAnalyzing Leadershipetc.vdo pnims62 orgineyistelginwhd bSituationFollowersTask,stress,Values,nlogodnorms,cohesiveness,environment,etc.etc.Source: Adapted from E. P. Hollander, Leadership Dynamics: A Practical Guide to EffectiveRelationships (New York: Free Press, 1978).Inomepanem bnlodolp wen on 1ob surebeolnoevaoo bnoaiobss.bobex understand the process even better if we also examine the interactions among theeven ebiose oa three elements, or lenses, represented by the overlapping areas in the figure. Forexample, we can better understand the leadership process if we not only look at theor ol O0 budiole Jeaders and the followers but also examine how leaders and followers affect eachother in the leadership process. Similarly, we can examine the leader and the situa-tion separately, but we can gain a better understanding of the leadership process bylooking at how the situation can constrain or facilitate a leader's actions and howthe leader can change different aspects of the situation to be more effective. Thus anolononsenuov final important aspect of the framework is that leadership is the result of a complexnoinoo ol s noltiset of interactions among the leader, the followers, and the situation. These complexguờ sv minteractions may be why broad generalizations about leadership are problematic:ai eolftor ai yasqunoo Many factors influence the leadership process (see Highlight 1.3).An example of one such complex interaction between leaders and followers isevident in what have been called in-groups and out-groups. Sometimes there is ahigh degree of mutual influence and attraction between the leader and a few subor-dinates. These subordinates belong to the in-group and can be distinguished byobasl odi to soehon their high degree of loyalty, commitment, and trust felt toward the leader. Otherboa olbo rolboit subordinates belong to the out-group. Leaders have considerably more influence10odsgideisbeol lo with in-group followers than with out-group followers. However, this greater degreexingos ow dguodilA of influence has a price. If leaders rely primarily on their formal authority to influ-lanoiosne hobnallo ence their followers (especially if they punish them), then leaders risk losing thehowamet lonoilo high levels of loyalty and commitment followers feel toward them.“The Leader26 qideobeol aroigab obnoos2.noitaulla sds bThis element examines primarily what the leader brings as an individual to theaiadana to lovel d leadership equation. This can include unique personal history, interests, characteiw giano traits, and motivation.

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Numerous individuals are conceived pioneers, yet the ability to lead is really a craftsmanship and…