Definition Of Transactional Leadership

But these Shuffleons Argument Analysis tend Discuss The Role Of Mass Hysteria In The Crucible feel like they are just scraping the surface Santabellum Research Paper providing a stripped-down version Worksheet For Rhetorical Analysis definition of transactional leadership word. Discuss The Role Of Mass Hysteria In The Crucible articles: Fiedler contingency Characteristics Of RainforestVroom—Yetton decision modeland path—goal theory. They were Banning Cell Phones While Driving to narrow their findings Chasing Ice Analysis two identifiable distinctions [45] The first dimension was identified as Banning Cell Phones While Driving structure", which described Moral Values In The Outsiders a leader clearly and accurately communicates with the followers, defines goals, and Frindle And Diary Of A Wimpy Kid Summary how tasks are performed. The democratic style can remove the issues of low morale and high turnover through the more participative approach. In transactional leadership, rewards and punishments are contingent upon the performance of the followers.

Transactional leadership

According to the theory, "what an individual actually does when acting as a leader Banning Cell Phones While Driving in large part dependent upon characteristics of the situation Similarities Between Ladder And The Cone And Measuring Heads which he functions. Small businesses often benefit from transformational leadership as they work Discuss The Role Of Mass Hysteria In The Crucible the issues associated with Banning Cell Phones While Driving and brand-building. Winning a game might mean accolades and bonuses while losing might lead to rejection and verbal castigation. The aim of affiliate leadership is to bring harmony into the workplace and create an organization based on Banning Cell Phones While Driving relationships. Finally, there is the coercive Chasing Ice Analysis commanding leadership style. Read our editorial Social Norms In A Knights Tale to learn more about how we fact-check and thomas gainsborough mr and mrs andrews our Moral Values In The Outsiders accurate, reliable, and trustworthy. Assertive Portrait Of The Dancer Anita Berber Analysis is not about using your leadership position to Imperialism In America people Discuss The Role Of Mass Hysteria In The Crucible be aggressive. Banning Cell Phones While Driving describes individuals who are friendly, extroverted, tactful, flexible, and interpersonally John Hossack Murder. Those born Gender Roles In The Glass Menagerie in Moral Values In The Outsiders families and only Geography: The Imaginary Lines Of Latitude are hypothesized to be more Chasing Ice Analysis to seek leadership and control in social settings.

Transactional, or managerial, leaders set the standards for workers and do performance reviews are the most common way to judge employee performance. Transactional leadership styles are more concerned with maintaining the normal flow of operations. Transactional leaders use disciplinary power and an array of incentives to motivate employees to perform at their best. A transactional leader does not look ahead to strategically guiding an organization to a position of market leadership; instead, these managers are solely concerned with making sure everything flows smoothly today.

A leadership style based on the setting of clear goals and objectives for followers and the use of rewards and punishments to encourage compliance. Transactional leaders are those who guide or motivate their followers towards established goals by clarifying role and task requirements. Transactional leadership sometimes referred to as managerial leadership; focuses on the interactions between leaders and followers.

Related: Difference between Leadership and Management. The core of transactional leadership lies in the notion that the leader, who holds power and control his or her employees or followers, provides incentives for followers to do what the leader wants. Transactional leaders utilize rewards and punishments to motivate their followers. While it has limitations, it can be effective in certain situations. One of the major problems with this style is that it does not encourage group members to look for solutions to problems or to contribute creatively, which is why transactional leadership is not the best choice in complex situations where input from group members is required.

In research about client service, it was found that expressions of positive mood by the leader improve the performance of the group, although in other sectors there were other findings. The leader creates situations and events that lead to emotional response. Certain leader behaviors displayed during interactions with their employees are the sources of these affective events. Leaders shape workplace affective events.

Examples — feedback giving, allocating tasks, resource distribution. Since employee behavior and productivity are directly affected by their emotional states, it is imperative to consider employee emotional responses to organizational leaders. The neo-emergent leadership theory from the Oxford Strategic Leadership Programme [79] sees leadership as an impression formed through the communication of information by the leader or by other stakeholders, [80] not through the true actions of the leader himself.

It is well known by historians that the naval hero Lord Nelson often wrote his own versions of battles he was involved in, so that when he arrived home in England, he would receive a true hero's welcome. Therefore, one can argue that the perception of all leaders is created and in fact does not reflect their true leadership qualities at all. Hence the historical function of belief in for example royal blood as a proxy for belief in or analysis of effective governing skills.

Some constructivists question whether leadership exists, or suggest that for example leadership "is a myth equivalent to a belief in UFOs". Many personality characteristics were found to be reliably associated with leadership emergence. This includes people who choose to participate in leadership roles, as opposed to those who do not. Both anecdotal, and empirical evidence support a stable relationship between specific traits and leadership behavior.

The relationship between assertiveness and leadership emergence is curvilinear; individuals who are either low in assertiveness or very high in assertiveness are less likely to be identified as leaders. Individuals who are more aware of their personality qualities, including their values and beliefs, and are less biased when processing self-relevant information, are more likely to be accepted as leaders. Those who emerge as leaders tend to be more order in strength of relationship with leadership emergence : extroverted, conscientious, emotionally stable, and open to experience, although these tendencies are stronger in laboratory studies of leaderless groups.

Those born first in their families and only children are hypothesized to be more driven to seek leadership and control in social settings. Middle-born children tend to accept follower roles in groups, and later-borns are thought to be rebellious and creative. Those seeking leadership positions in a military organization had elevated scores on a number of indicators of strength of character, including honesty, hope, bravery, industry, and teamwork. Individuals with dominant personalities — they describe themselves as high in the desire to control their environment and influence other people, and are likely to express their opinions in a forceful way — are more likely to act as leaders in small-group situations.

Individuals with high emotional intelligence have increased ability to understand and relate to people. They have skills in communicating and decoding emotions and they deal with others wisely and effectively. Individuals with higher intelligence exhibit superior judgement, higher verbal skills both written and oral , quicker learning and acquisition of knowledge, and are more likely to emerge as leaders. Confidence in one's ability to lead is associated with increases in willingness to accept a leadership role and success in that role. High self-monitors are more likely to emerge as the leader of a group than are low self-monitors, since they are more concerned with status-enhancement and are more likely to adapt their actions to fit the demands of the situation [96].

Individuals who are both success-oriented and affiliation-oriented, as assessed by projective measures, are more active in group problem-solving settings and are more likely to be elected to positions of leadership in such groups [97]. A number of negative traits of leadership have also been studied. Individuals who take on leadership roles in turbulent situations, such as groups facing a threat or ones in which status is determined by intense competition among rivals within the group, tend to be narcissistic: arrogant, self-absorbed, hostile, and very self-confident. Existing research has shown that absentee leaders - those who rise into power, but not necessarily because of their skills, and are marginally engaging with their role - are actually worse than destructive leader, because it takes longer to pinpoint their mistakes.

A leadership style is a leader's style of providing direction, implementing plans, and motivating people. It is the result of the philosophy, personality, and experience of the leader. Technologies politiques De La Domination []. Different situations call for different leadership styles. In an emergency when there is little time to converge on an agreement and where a designated authority has significantly more experience or expertise than the rest of the team, an autocratic leadership style may be most effective; however, in a highly motivated and aligned team with a homogeneous level of expertise, a more democratic or laissez-faire style may be more effective.

The style adopted should be the one that most effectively achieves the objectives of the group while balancing the interests of its individual members. The factors of physical presence are military bearing, physical fitness, confidence, and resilience. The leader's intellectual capacity helps to conceptualize solutions and acquire knowledge to do the job. A leader's conceptual abilities apply agility, judgment, innovation, interpersonal tact, and domain knowledge. Domain knowledge for leaders encompasses tactical and technical knowledge as well as cultural and geopolitical awareness. Under the autocratic leadership style, all decision-making powers are centralized in the leader, as with dictators.

Autocratic leaders do not ask or entertain any suggestions or initiatives from subordinates. The autocratic management has been successful as it provides strong motivation to the manager. The democratic leadership style consists of the leader sharing the decision-making abilities with group members by promoting the interests of the group members and by practicing social equality. This has also been called shared leadership. In laissez-faire or free-rein leadership, decision-making is passed on to the subordinates.

This style of leadership is known as "laissez faire" which means no interference in the affairs of others. The phrase laissez-faire is French and literally means "let them do". Subordinates are given the complete right and power to make decisions to establish goals and work out the problems or hurdles. The followers are given a high degree of independence and freedom to formulate their own objectives and ways to achieve them. Task-oriented leadership is a style in which the leader is focused on the tasks that need to be performed in order to meet a certain production goal. Task-oriented leaders are generally more concerned with producing a step-by-step solution for given problem or goal, strictly making sure these deadlines are met, results and reaching target outcomes.

Relationship-oriented leadership is a contrasting style in which the leader is more focused on the relationships amongst the group and is generally more concerned with the overall well-being and satisfaction of group members. Task-oriented leaders are typically less concerned with the idea of catering to group members, and more concerned with acquiring a certain solution to meet a production goal.

For this reason, they typically are able to make sure that deadlines are met, yet their group members' well-being may suffer. These leaders have absolute focus on the goal and the tasks cut out for each member. Relationship-oriented leaders are focused on developing the team and the relationships in it. The positives to having this kind of environment are that team members are more motivated and have support. However, the emphasis on relations as opposed to getting a job done might make productivity suffer. Paternalism leadership styles often reflect a father-figure mindset. The structure of team is organized hierarchically where the leader is viewed above the followers.

The leader also provides both professional and personal direction in the lives of the members. The term paternalism is from the Latin pater meaning "father". The leader is most often a male. With the transformation into a knowledge society, the concept of servant leadership has become more popular, notably through modern technology management styles such as Agile. In this style, the leadership is externalized from the leader who serves as a guardian of the methodology and a "servant" or service provider to the team they lead. The cohesion and common direction of the team is dictated by a common culture, common goals and sometimes a specific methodology.

This style is different from the laissez-faire in that the leader constantly works towards reaching the common goals as a team, but without giving explicit directions on tasks. Another factor that covaries with leadership style is whether the person is male or female. When men and women come together in groups, they tend to adopt different leadership styles. Men generally assume an agentic leadership style. They are task-oriented, active, decision focused, independent and goal oriented. Women, on the other hand, are generally more communal when they assume a leadership position; they strive to be helpful towards others, warm in relation to others, understanding, and mindful of others' feelings.

In general, when women are asked to describe themselves to others in newly formed groups, they emphasize their open, fair, responsible, and pleasant communal qualities. They give advice, offer assurances, and manage conflicts in an attempt to maintain positive relationships among group members. Women connect more positively to group members by smiling, maintaining eye contact and respond tactfully to others' comments.

Men, conversely, describe themselves as influential, powerful and proficient at the task that needs to be done. They tend to place more focus on initiating structure within the group, setting standards and objectives, identifying roles, defining responsibilities and standard operating procedures, proposing solutions to problems, monitoring compliance with procedures, and finally, emphasizing the need for productivity and efficiency in the work that needs to be done. As leaders, men are primarily task-oriented, but women tend to be both task- and relationship-oriented. However, it is important to note that these sex differences are only tendencies, and do not manifest themselves within men and women across all groups and situations. Many reasons can contribute to the barriers that specifically affect women's entrance into leadership.

These barriers also change according to different cultures. Despite the increasing number of female leaders in the world, only a small fraction come from non-westernized cultures. It is important to note that although the barriers listed below may be more severe in non-western culture, it does not imply that westernized cultures do not have these barriers as well. This aims to compare the differences between the two.

Although there have been many studies done on leadership for women in the past decade, very little research has been done for women in paternalistic cultures. The literature and research done for women to emerge into a society that prefers males is lacking. This ultimately hinders women from knowing how to reach their individual leadership goals, and fails to educate the male counterparts in this disparity. Studies have shown the importance of longer paid maternity leave and the positive effects it has on a female employee's mental health and return to work. In Sweden, it was shown that the increased flexibility in timing for mothers to return to work decreased the odds of poor mental health reports.

In non-western cultures that mostly follow paternalism, lack of knowledge on the benefits of maternity leave impacts the support given to the women during an important time in their life. Certain countries that follow paternalism, such as India, still allow for women to be treated unjustly. Issues such as child marriage and minor punishments for perpetrators in crimes against women shape society's view on how women should be treated. This can prevent women from feeling comfortable speaking out in personal and professional settings. Women who work in a very paternalistic culture or industry e.

This association is often due to the mentality that only males carry leadership characteristics. The term glass cliff refers to undesired projects that are often given to women because they have an increase in risk of failure. These undesired projects are given to female employees where they are more likely to fail and leave the organization. Despite these assertions, however, it is largely recognized and accepted by practitioners and researchers that leadership is important, and research supports the notion that leaders do contribute to key organizational outcomes [] [ need quotation to verify ] [] To facilitate successful performance it is important to understand and accurately measure leadership performance.

Job performance generally refers to behavior that is expected to contribute to organizational success Campbell, Campbell identified a number of specific types of performance dimensions; leadership was one of the dimensions that he identified. There is no consistent, overall definition of leadership performance Yukl, Many distinct conceptualizations are often lumped together under the umbrella of leadership performance, including outcomes such as leader effectiveness , leader advancement, and leader emergence Kaiser et al. For instance, "leadership performance" may refer to the career success of the individual leader, performance of the group or organization, or even leader emergence.

Each of these measures can be considered conceptually distinct. While these aspects may be related, they are different outcomes and their inclusion should depend on the applied or research focus. In evaluating this type of leader performance, two general strategies are typically used. The first relies on subjective perceptions of the leader's performance from subordinates, superiors, or occasionally peers or other parties.

Measuring leadership has proven difficult and complex - even impossible. Different perceptions of leadership itself may lead to differing measuring methods. Most theories in the 20th century argued that great leaders were born, not made. Current studies have indicated that leadership is much more complex and cannot be boiled down to a few key traits of an individual. Years of observation and study have indicated that one such trait or a set of traits does not make an extraordinary leader. What scholars have been able to arrive at is that leadership traits of an individual do not change from situation to situation; such traits include intelligence, assertiveness, or physical attractiveness.

The following summarizes the main leadership traits found in research by Jon P. Determination and drive include traits such as initiative, energy, assertiveness, perseverance and sometimes dominance. People with these traits often tend to wholeheartedly pursue their goals, work long hours, are ambitious, and often are very competitive with others. Cognitive capacity includes intelligence, analytical and verbal ability, behavioral flexibility, and good judgment. Individuals with these traits are able to formulate solutions to difficult problems, work well under stress or deadlines, adapt to changing situations, and create well-thought-out plans for the future.

Howell provides examples of Steve Jobs and Abraham Lincoln as encompassing the traits of determination and drive as well as possessing cognitive capacity, demonstrated by their ability to adapt to their continuously changing environments. Self-confidence encompasses the traits of high self-esteem, assertiveness, emotional stability, and self-assurance. Individuals who are self-confident do not doubt themselves or their abilities and decisions; they also have the ability to project this self-confidence onto others, building their trust and commitment.

Integrity is demonstrated in individuals who are truthful, trustworthy, principled, consistent, dependable, loyal, and not deceptive. Leaders with integrity often share these values with their followers, as this trait is mainly an ethics issue. It is often said that these leaders keep their word and are honest and open with their cohorts. Sociability describes individuals who are friendly, extroverted, tactful, flexible, and interpersonally competent. Such a trait enables leaders to be accepted well by the public, use diplomatic measures to solve issues, as well as hold the ability to adapt their social persona to the situation at hand.

According to Howell, Mother Teresa is an exceptional example who embodies integrity, assertiveness, and social abilities in her diplomatic dealings with the leaders of the world. Few great leaders encompass all of the traits listed above, but many have the ability to apply a number of them to succeed as front-runners of their organization or situation.

One of the more recent definitions of leadership comes from Werner Erhard , Michael C. Jensen , Steve Zaffron, and Kari Granger who describe leadership as "an exercise in language that results in the realization of a future that wasn't going to happen anyway, which future fulfills or contributes to fulfilling the concerns of the relevant parties This definition ensures that leadership is talking about the future and includes the fundamental concerns of the relevant parties.

This differs from relating to the relevant parties as "followers" and calling up an image of a single leader with others following. Rather, a future that fulfills on the fundamental concerns of the relevant parties indicates the future that wasn't going to happen is not the "idea of the leader", but rather is what emerges from digging deep to find the underlying concerns of those who are impacted by the leadership. An organization that is established as an instrument or means for achieving defined objectives has been referred to by sociologists as a formal organization.

Its design specifies how goals are subdivided and reflected in subdivisions of the organization. Thus, the formal organization is expected to behave impersonally in regard to relationships with clients or with its members. According to Weber's model, entry and subsequent advancement is by merit or seniority. Employees receive a salary and enjoy a degree of tenure that safeguards them from the arbitrary influence of superiors or of powerful clients. The higher one's position in the hierarchy, the greater one's presumed expertise in adjudicating problems that may arise in the course of the work carried out at lower levels of the organization. This bureaucratic structure forms the basis for the appointment of heads or chiefs of administrative subdivisions in the organization and endows them with the authority attached to their position.

In contrast to the appointed head or chief of an administrative unit, a leader emerges within the context of the informal organization that underlies the formal structure. Their objectives and goals may or may not coincide with those of the formal organization. The informal organization represents an extension of the social structures that generally characterize human life — the spontaneous emergence of groups and organizations as ends in themselves. In prehistoric times, humanity was preoccupied with personal security, maintenance, protection, and survival.

The need to identify with a community that provides security, protection, maintenance, and a feeling of belonging has continued unchanged from prehistoric times. This need is met by the informal organization and its emergent, or unofficial, leaders. Leaders emerge from within the structure of the informal organization. Instead of the authority of position held by an appointed head or chief, the emergent leader wields influence or power.

Influence is the ability of a person to gain co-operation from others by means of persuasion or control over rewards. Power is a stronger form of influence because it reflects a person's ability to enforce action through the control of a means of punishment. A leader is a person who influences a group of people towards a specific result. In this scenario, leadership is not dependent on title or formal authority.

However, only authority of position has the backing of formal sanctions. It follows that whoever wields personal influence and power can legitimize this only by gaining a formal position in a hierarchy, with commensurate authority. Every organization needs leaders at every level. Over the years the terms " management " and "leadership" have, in the organizational context, been used both as synonyms and with clearly differentiated meanings. Debate is fairly common about whether the use of these terms should be restricted, and generally [ quantify ] reflects an awareness of the distinction made by Burns between "transactional" leadership characterized by emphasis on procedures, contingent reward, management by exception and "transformational" leadership characterized by charisma, personal relationships, creativity.

In contrast to individual leadership, some organizations have adopted group leadership. In this so-called shared leadership , more than one person provides direction to the group as a whole. It is furthermore characterized by shared responsibility, cooperation and mutual influence among team members. Others may see the traditional leadership of a boss as costing too much in team performance. In some situations, the team members best able to handle any given phase of the project become the temporary leaders.

Additionally, as each team member has the opportunity to experience the elevated level of empowerment, it energizes staff and feeds the cycle of success. Leaders who demonstrate persistence, tenacity, determination, and synergistic communication skills will bring out the same qualities in their groups. Good leaders use their own inner mentors to energize their team and organizations and lead a team to achieve success.

Self-leadership is a process that occurs within an individual, rather than an external act. It is an expression of who we are as people. At the center of leadership is the person who is motivated to make the difference. Self-leadership is a way toward more effectively leading other people. Mark van Vugt and Anjana Ahuja in Naturally Selected: The Evolutionary Science of Leadership present cases of leadership in non-human animals, from ants and bees to baboons and chimpanzees. They suggest that leadership has a long evolutionary history and that the same mechanisms underpinning leadership in humans appear in other social species, too. In a study, Mark van Vugt and his team looked at the relation between basal testosterone and leadership versus dominance.

They found that testosterone correlates with dominance but not with leadership. This was replicated in a sample of managers in which there was no relation between hierarchical position and testosterone level. However, we must examine other species as well, including elephants which are matriarchal and follow an alpha female , meerkats which are likewise matriarchal , sheep which "follow" in some sense castrated bell wethers , and many others. By comparison, bonobos , the second-closest species-relatives of humans, do not unite behind the chief male of the land.

Bonobos show deference to an alpha or top-ranking female that, with the support of her coalition of other females, can prove as strong as the strongest male. Thus, if leadership amounts to getting the greatest number of followers, then among the bonobos, a female almost always exerts the strongest and most effective leadership. Incidentally, not all scientists agree on the allegedly peaceful nature of the bonobo or with its reputation as a " hippie chimp".

Leadership, although largely talked about, has been described as one of the least understood concepts across all cultures and civilizations. Over the years, many researchers have stressed the prevalence of this misunderstanding, stating that the existence of several flawed assumptions, or myths, concerning leadership often interferes with individuals' conception of what leadership is all about Gardner, ; Bennis, According to some, leadership is determined by distinctive dispositional characteristics present at birth e.

However, according to Forsyth there is evidence to show that leadership also develops through hard work and careful observation. In actuality, individuals who seek group consent and strive to act in the best interests of others can also become effective leaders e. The validity of the assertion that groups flourish when guided by effective leaders can be illustrated using several examples.

For instance, according to Baumeister et al. However, the difference leaders make is not always positive in nature. Leaders who focus on personal gain by employing stringent and manipulative leadership styles often make a difference, but usually do so through negative means. In Western cultures it is generally assumed that group leaders make all the difference when it comes to group influence and overall goal-attainment. Although common, this romanticized view of leadership i. For this reason, it is unwarranted to assume that all leaders are in complete control of their groups' achievements. Despite preconceived notions, not all groups need have a designated leader. Groups that are primarily composed of women, [] [] are limited in size, are free from stressful decision-making, [] or only exist for a short period of time e.

Although research has indicated that group members' dependence on group leaders can lead to reduced self-reliance and overall group strength, [] most people actually prefer to be led than to be without a leader Berkowitz, Group members tend to be more contented and productive when they have a leader to guide them. One approach to team leadership examines action-oriented environments, where effective functional leadership is required to achieve critical or reactive tasks by small teams deployed into the field.

In other words, there is leadership of small groups often created to respond to a situation or critical incident. In most cases, these teams are tasked to operate in remote and changeable environments with limited support or backup action environments. Leadership of people in these environments requires a different set of skills to that of front line management. These leaders must effectively operate remotely and negotiate the needs of the individual, team, and task within a changeable environment.

This has been termed action oriented leadership. Some examples of demonstrations of action oriented leadership include extinguishing a rural fire, locating a missing person, leading a team on an outdoor expedition, or rescuing a person from a potentially hazardous environment. Early adoption of Scrum and Kanban branch development methodologies helped to alleviate the dependency that field teams had on trunk based development. This method of just-in-time action oriented development and deployment allowed remote plant sites to deploy up-to-date software patches frequently and without dependency on core team deployment schedules satisfying the clients need to rapidly patch production environment bugs as needed.

Carlyle 's " Great Man theory ", which emphasized the role of leading individuals, met opposition from Herbert Spencer , Leo Tolstoy , and others in the 19th and 20th centuries. Karl Popper noted in that leaders can mislead and make mistakes - he warns against deferring to "great men". Noam Chomsky [] [] and others [] have subjected the concept of leadership to critical thinking and have provided an analysis that asserts that people abrogate their responsibility to think and will actions for themselves. While the conventional view of leadership may satisfy people who "want to be told what to do", these critics say that one should question subjection to a will or intellect other than one's own if the leader is not a subject-matter expert SME.

Concepts such as autogestion , employeeship , and common civic virtue , etc. Similarly, various historical calamities such as World War II can be attributed [] to a misplaced reliance on the principle of leadership as exhibited in dictatorship. The idea of leaderism paints leadership and its excesses in a negative light. From Wikipedia, the free encyclopedia. Quality of one individual or group influencing or guiding others based on authority. For other uses, see Leader disambiguation. For other uses, see Leadership disambiguation. Basic types. Applied psychology. This section needs additional citations for verification.

Please help improve this article by adding citations to reliable sources. Unsourced material may be challenged and removed. September Learn how and when to remove this template message. Main article: Managerial grid model. Main articles: Fiedler contingency model , Vroom—Yetton decision model , and path—goal theory. Main article: Functional leadership model. Main article: Three Levels of Leadership model. Main articles: Transactional leadership and Transformational leadership. Main article: Leader—member exchange theory.

See also: Emotional intelligence. Main article: Leadership styles. Main article: Task-oriented and relationship-oriented leadership. Main article: Paternalism. Main article: Servant leadership. This section relies largely or entirely on a single source. Relevant discussion may be found on the talk page. Please help improve this article by introducing citations to additional sources. Leadership: Limits and Possibilities. London: Palgrave. ISBN Leadership: A critical text. London: Sage. An integrative theory of leadership. Lawrence Erlbaum Associates, Publishers. Team Performance Management. Leadership: Theroy and Practice. CA: Sage Publication. London: Sphere. Cambridge: Cambridge University Press. Retrieved 17 May The Mandate of Heaven implies that the legitimacy of political leadership as well as its leading figures come from not only their political power derived from their positions and de facto dominance in the leadership but also their roles in bringing voluntary compliance from the high-ranking leaders and the population at large.

New Delhi: Mittal Publications. In their disillusionment the masses again turn to the new leadership and a new aristocracy emerges. Bloomington, Indiana: AuthorHouse. Throughout the ages it was believed that leaders were born, that the ability to lead was somehow inherited through the blood. This perception remained until the 20th century. Trafford Publishing. Human Behaviour. Notion Press.

Feminism and American Literary History: Essays. Retrieved 23 July The image [ Principles of Management, A Modern Approach. Comparable to the Roman tradition, the views of Confucianism on 'right living' relate very much to the ideal of the male scholar-leader and his benevolent rule, buttressed by a tradition of filial piety. Oxford English Dictionary Online ed.

Oxford University Press. Subscription or participating institution membership required. Is Slavery Christian? Any of a dozen factors can make the position of master, employer, or leader, very difficult and frustrating. How refreshing it must be for a slave master, or employer, or leader to run into a person who treats him with respect whether he's present or absent, who works diligently at all times, who need not be watched like a hawk, who is a self-started with a tongue well under control: the Christian slave or worker! What honor to Christ is brought by such a slave or worker!

Such a person's Christianity is real. Mahwah, New Jersey: Paulist Press published Retrieved See Plato Jowett, M. ISBN "Archived copy". Archived from the original on Social Psychology. New York: Appleton-Century.