LEADERSHIP

Management, according to John Kotter of the Harvard Business School, pertains to coping with
complexity. By drawing up formal plans, designing rigid organizational structures, and
monitoring results against these plans, good managers create order and maintain consistency. In
contrast, Kotter defines leadership as the ability to deal effectively with change. When leaders
develop a vision of the future, they establish a new direction by bringing people together and
inspiring them to overcome obstacles.
Leadership is defined as the ability to influence a group toward the achievement of a vision or
set of goals. Management, on the other hand, relates primarily to maintaining order and
consistency. Good leaders establish a vision and inspire others to follow a new direction to
achieve these goals.
Although some leaders emerge after rising through the ranks of an organization, many others
result from nonsanctioned leadershipthe ability to influence that arises outside the formal
structure of the organization. Nonsanctioned leadership is often as important or more
important than formal influence. Not all gifted leaders are competent managers, and not all
great managers are inspired leaders. Formal appointment to a leadership position does not
guarantee effective leadership.
Trait theory focuses on personal qualities and characteristics. Researchers study personal,
social, physical, or intellectual qualities possessed by great leaders that distinguish them from
nonleaders. Many strong leaders throughout history, including Buddha, Napoleon, Mao,
Churchill, Roosevelt, and Reagan have been described in terms of their traits, and the earliest
stages of leadership research sought to uncover unique sets of traits exemplified by great leaders.
Years of accumulated research pertaining to trait theory has found extraversion to be the most
important trait possessed by strong leaders. Extraversion is strongly related to leader
emergence, although it does not necessarily predict leader effectiveness. Sociable and dominant
people are more likely to assert themselves in group situations, and leaders who like being
around people and are able to assert themselves have an apparent advantage over those who are
more introverted.
Emotional intelligence (EI) is vital to effective leadership because leaders who possess
emotional intelligence also have empathy for their followers. Empathetic leaders are better at
listening to others and can sense their needs and read their reactions. These qualities are
increasingly important as a potential leader moves up within an organization.
When leaders show empathy, caring about their followers and the obstacles they may face, these
leaders are often rewarded with greater loyalty. Empathetic leaders are better able to listen to
their followers, gain a sense of their needs, and anticipate their reactions in advance. Followers
of an empathetic leader are more willing to stay with him or her during turbulent times.