Leadership definition

Even though there are many leadership definitions, Komvies, Lucas, and McMahon (1998) noted several basic assumptions about leadership that are incorporated into the preceding definitions. These assumptions are that leadership is a learned behavior, is teachable, occurs at all levels of the organization, does not require a charismatic personality, is a relational process, is culturally influenced, requires followership, involves purposeful change that satisfies collective needs... 

Everyone who has ever accepted a team or committee assignment knows the frustration of fuzzy definitions of responsibilities, of individual roles, of leadership, or of the team s overall mandate. Teams lacking clarity in these critical areas tend to fall apart quickly. 

It is not the aim of this memorandum to prophesy the moment at which the untenable situation in Europe will reach the stage of open war. The definitive solution of Germany s economic situation lies in an extension of our living space, i.e., an extension of the raw materials and food basis of our nation.. . Much more important [than "political leadership" solving the problem is to prepare for the war during the peace. 

Rosener observed, their self-description of their leadership style went beyond the usual definitions of participation ... 

The interesting point, however, about Rosener s conclusions is not that women and men necessarily lead in different ways, but that women s success in using a transformational style of leadership is pointing the way to a revision of traditional definitions of effective leadership. 

Project leadership may not, by some definitions, be regarded as true leadership. But it certainly demands many of the qualities typically associated Avith leadership - imagination and vision, tenacity and often audacity, to say nothing of influencing and personal skills. 

This chapter builds on the leadership theories related to organizational behavior discussed in Chapter 8. Specifically, this chapter will help you to gain a greater understanding of the definitions and concepts of leadership, qualities of an effective leader, leadership theories and styles, how to use your personal strengths to enhance your leadership abilities, developing leadership in others, evaluative tools to identify your personal leadership style, and leadership roles within the profession and community for students and pharmacists. 

Decisive leadership. This means a management team that is ready at all times to make clear and rapid decisions on fundamental issues such as organizational structure, the definition of areas of responsibility, or the selection of personnel. 

After the acceptance of the rules just mentioned, international work on nomenclature practically came to a standstill until the International Union of Pure and Applied Chemistry (IUPAC) was formed in 1919. This organization appointed a Commission for the Reform of the Nomenclature of Organic Chemistry the work of this Commission, carried out under Holleman s leadership from 1924 to 1930, led to the adoption of the already mentioned Definitive Report (11) containing the Li6ge Rules, a considerably improved version of the Geneva Rules. Since then this international commission, later named the Commission on the Nomenclature of Organic Chemistry, has put forward a number of improvements and additions to the Li6ge Rules these will be referred to later in another connection. 

A complementary literature has been developed on leadership theory (Chemers tmd Aymem 1993). Most of this research is based on leaders in organizational contexts. A sampling of factors which have been shown to be related to the effectiveness of leadership include legitimacy, charisma, individualized attention to group members, and clear definitions of goals. These results seem quite compatible with the above findings for leadership in naturalistic, dynamic contexts. 

While, as previously discussed, there is some consensus on the definition of inclusion (see also Ferdman, Chapter 1, this volume), the concept is open to widely varying behavioral interpretations. The specific behaviors and actions that exemplify inclusion are not consistent or well understood. Too often it is easier to perpetuate habitual exclusive practices rather than adopt new inclusive ones. To make the shift to an inclusive culture that will be sustainable over time requires a much broader and deeper approach than what has traditionally occurred in the name of diversity. Inclusion requires addressing both macro, systemic issues and ongoing micro behaviors that impact the experiences of individuals on a day-to-day basis. Inclusion also has to be driven both by top-down leadership and bottom-up engagement. 

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