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» Leadership Vision and Management
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» Leadership Qualities
» Power

"Leader effectiveness is judged in terms of attainment of goals in a manner that is not forcefully resisted by group members." (Frank, 1993, p. 382)

Charisma is "the ability to develop or inspire in others an ideological commitment to a particular point of view." (Frank 1993, p.383)

Leadership
Leadership "is a group process that involves interaction between at least two persons in pursuit of a goal." Yukl (1989) in (Frank 1993, p. 381).

Leadership "is a process that takes place in groups in which one member influences and controls the behavior of the other members toward some common goal." Michener, DeLamater and Schwartz (1990) in (Denmark 1993, p. 343)

"Successful leadership is not considered to be dependent upon universal, inborn traits and abilities; leadership potential is broadly defined rather than narrowly distributed. And rather than being innate, skills and behaviors for success in leadership may be learned." McGregor (1976) in (Denmark 1993, p. 344)

"Leadership is dependent upon followership. Leaders who are unable to fulfill the expectancies of the group may soon find themselves in the position of follower. The follower who is competent at performing a specific task that may be needed at a particular time could emerge as the leader should the situation present itself." (Denmark 1993, p. 350-351)

"Leadership is the process of being perceived by others as a leader." Lord and Maher (1991) in (House & Aditya 1997, p. 437)

Leadership Development
Leadership development is the "acquisition of skills and experiences in order to understand the community and its objectives, enabling a person to provide advice and guidance to that community, to support it in achieving its objectives, and to serve as an example to the community, including, when necessary, acting on the community's behalf." (Davis 1997, p. 227)

Leadership Vision and Management
Yukl (1994) notes that "managers are oriented toward stability and leaders are oriented toward innovation; managers get people to do things more efficiently, whereas leaders get people to agree about what things should be done." Leadership involves the "articulation of an organizational vision, [introduces] major organizational change, [provides] inspiration, and [deals] with highly stressful and troublesome aspects of the external environments of organizations." Management is the "implementation of the leader's vision and changes introduced by leaders, and the maintenance and administration of organizational infrastructures." (House & Aditya 1997, p. 444)

Women and Leadership
Cantor and Bernay (1992) defined the following equation for women's leadership: "Leadership = Competent Self + Creative Aggression + Woman Power. The competent self implies a strong sense of self and the ability to see possibilities instead of obstacles. Creative aggression includes initiative, leading others, and speaking out. Woman power [combines] the best of both masculine and feminine qualities-combining strength and force with nurturance." (Denmark 1993, p. 348)

According to Cantor and Bernay (1992), the five secrets of women's leadership are:

1. You are loved and are special.
2. You can do anything you want.
3. You can be courageous and take risks.
4. You can use and enjoy your Creative Aggression.
5. You are entitled to dream of greatness" (Denmark 1993, p. 348)

Leadership Qualities

• "Assertive"
• "Sets goals"
• "Delegates"
• "Negotiates"
• "Communicates" (Frank, 1993)

• "Inventive"
• "Risk taker"
• "Accepts challenges"
• "Self aware"
• "Encouraging"
• "Supportive"
• "Role model"
• "Promotes growth" (Denmark, 1993)

• "Smell for talent."
• "Unafraid of hiring people better than [him or herself]."
• "Give meaning and value to work."
• "Generates and sustains trust through constancy, caring, fairness, candor and authenticity."
• "Balances ambition, competence and integrity."
• "The leader and the led are intimate allies. Great leaders are made by great groups and by organizations that create the social architecture of respect and dignity." (Warren, 1999)

Power
Power is "the ability to get things done." (Denmark 1993, p. 348)

Power is "an expandable resource that is produced and shared through interaction by leaders and followers alike. Power is thus defined as a unit of exchange rather than as domination and control as traditionally perceived." (Denmark 1993, p.349)

Astin and Leland (1991) defined empowerment as "making people do things they could never do before. Giving them the confidence and the criticism and the help and the ideas, and sharing my chutzpah, the chutzpah I was born with and making them have it, too." (Denmark 1993, p. 351)

Power motivation "is a nonconscious concern for acquiring status and having an impact on others." (House & Aditya 1997, p. 414)

Moral exercise of power [refers to the use of] "power in an altruistic and collectively-oriented manner, [he/she behaves] ethically and [is] concerned about the consequences of their own actions on others." (House & Aditya 1997, p.441-415)