Leadership is both a research area and a practical skill encompassing the ability of an individual or organization to "lead" or guide other individuals, teams, or entire organizations. Specialist literature debates various viewpoints, contrasting Eastern and Western approaches to leadership, and also (within the West) United States versus European approaches. U.S. academic environments define leadership as "a process of social influence in which a person can enlist the aid and support of others in the accomplishment of a common task".
Aristocratic thinkers have postulated that leadership depends on one's "blue blood" or genes. Monarchy takes an extreme view of the same idea, and may prop up its assertions against the claims of mere aristocrats by invoking divine sanction (see the divine right of kings). On the other hand, more democratically inclined theorists have pointed to examples of meritocratic leaders, such as the Napoleonic marshals profiting from careers open to talent.
In the autocratic/paternalistic strain of thought, traditionalists recall the role of leadership of the Roman pater familias. Feminist thinking, on the other hand, may object to such models as patriarchal and posit against them emotionally attuned, responsive, and consensual empathetic guidance, which is sometimes associated with matriarchies.
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.
Leadership is a matter of intelligence, trustworthiness, humaneness, courage, and discipline ... Reliance on intelligence alone results in rebelliousness. Exercise of humaneness alone results in weakness. Fixation on trust results in folly. Dependence on the strength of courage results in violence. Excessive discipline and sternness in command result in cruelty. When one has all five virtues together, each appropriate to its function, then one can be a leader. — Sun Tzu
In the 19th century the elaboration of anarchist thought called the whole concept of leadership into question. (Note that the Oxford English Dictionary traces the word "leadership" in English only as far back as the 19th century.) One response to this denial of élitism came with Leninism, which demanded an élite group of disciplined cadres to act as the vanguard of a socialist revolution, bringing into existence the dictatorship of the proletariat.
Other historical views of leadership have addressed the seeming contrasts between secular and religious leadership. The doctrines of Caesaro-papism have recurred and had their detractors over several centuries. Christian thinking on leadership has often emphasized stewardship of divinely provided resources—human and material—and their deployment in accordance with a Divine plan. Compare servant leadership.
The search for the characteristics or traits of leaders has continued for centuries. Philosophical writings from Plato's Republic to Plutarch's Lives have explored the question "What qualities distinguish an individual as a leader?" Underlying this search was the early recognition of the importance of leadership and the assumption that leadership is rooted in the characteristics that certain individuals possess. This idea that leadership is based on individual attributes is known as the "trait theory of leadership".
A number of works in the 19th century – when the traditional authority of monarchs, lords and bishops had begun to wane – explored the trait theory at length: note especially the writings of Thomas Carlyle and of Francis Galton, whose works have prompted decades of research. In Heroes and Hero Worship (1841), Carlyle identified the talents, skills, and physical characteristics of men who rose to power. Galton's Hereditary Genius (1869) examined leadership qualities in the families of powerful men. After showing that the numbers of eminent relatives dropped off when his focus moved from first-degree to second-degree relatives, Galton concluded that leadership was inherited. In other words, leaders were born, not developed. Both of these notable works lent great initial support for the notion that leadership is rooted in characteristics of a leader.
Cecil Rhodes (1853–1902) believed that public-spirited leadership could be nurtured by identifying young people with "moral force of character and instincts to lead", and educating them in contexts (such as the collegiate environment of the University of Oxford) which further developed such characteristics. International networks of such leaders could help to promote international understanding and help "render war impossible". This vision of leadership underlay the creation of the Rhodes Scholarships, which have helped to shape notions of leadership since their creation in 1903.
In the late 1940s and early 1950s, a series of qualitative reviews of these studies (e.g., Bird, 1940; Stogdill, 1948; Mann, 1959) prompted researchers to take a drastically different view of the driving forces behind leadership. In reviewing the extant literature, Stogdill and Mann found that while some traits were common across a number of studies, the overall evidence suggested that people who are leaders in one situation may not necessarily be leaders in other situations. Subsequently, leadership was no longer characterized as an enduring individual trait, as situational approaches (see alternative leadership theories below) posited that individuals can be effective in certain situations, but not others. The focus then shifted away from traits of leaders to an investigation of the leader behaviors that were effective. This approach dominated much of the leadership theory and research for the next few decades.
New methods and measurements were developed after these influential reviews that would ultimately reestablish trait theory as a viable approach to the study of leadership. For example, improvements in researchers' use of the round robin research design methodology allowed researchers to see that individuals can and do emerge as leaders across a variety of situations and tasks. Additionally, during the 1980s statistical advances allowed researchers to conduct meta-analyses, in which they could quantitatively analyze and summarize the findings from a wide array of studies. This advent allowed trait theorists to create a comprehensive picture of previous leadership research rather than rely on the qualitative reviews of the past. Equipped with new methods, leadership researchers revealed the following:
While the trait theory of leadership has certainly regained popularity, its reemergence has not been accompanied by a corresponding increase in sophisticated conceptual frameworks.
Specifically, Zaccaro (2007) noted that trait theories still:
Considering the criticisms of the trait theory outlined above, several researchers have begun to adopt a different perspective of leader individual differences—the leader attribute pattern approach. In contrast to the traditional approach, the leader attribute pattern approach is based on theorists' arguments that the influence of individual characteristics on outcomes is best understood by considering the person as an integrated totality rather than a summation of individual variables. In other words, the leader attribute pattern approach argues that integrated constellations or combinations of individual differences may explain substantial variance in both leader emergence and leader effectiveness beyond that explained by single attributes, or by additive combinations of multiple attributes..
In response to the early criticisms of the trait approach, theorists began to research leadership as a set of behaviors, evaluating the behavior of successful leaders, determining a behavior taxonomy, and identifying broad leadership styles. David McClelland, for example, posited that leadership takes a strong personality with a well-developed positive ego. To lead, self-confidence and high self-esteem are useful, perhaps even essential.
Kurt Lewin, Ronald Lipitt, and Ralph White developed in 1939 the seminal work on the influence of leadership styles and performance. The researchers evaluated the performance of groups of eleven-year-old boys under different types of work climate. In each, the leader exercised his influence regarding the type of group decision making, praise and criticism (feedback), and the management of the group tasks (project management) according to three styles: authoritarian, democratic, and laissez-faire.
In 1945, Ohio State University conducted a study which investigated observable behaviors portrayed by effective leaders, They would then identify if these particular behaviors reflective in leadership effectiveness. They were able to narrow their findings to two identifiable distinctions The first dimension was identified as "Initiating Structure", which described how a leader clearly and accurately communicates with their followers, defines goals, and determine how tasks are performed. These are considered "task oriented" behaviors The second dimension is "Consideration", which indicates the leader's ability to build an interpersonal relationship with their followers, to establish a form of mutual trust. These are considered "social oriented" behaviors.
The Michigan State Studies, which were conducted in the 1950s, made further investigations and findings that positively correlated behaviors and leadership effectiveness. Although they similar findings as the Ohio State studies, they did contribute an additional behavior identified in leaders. This was participative behavior; allowing the followers to participate in group decision making and encouraged subordinate input. Another term used to describe this is "Servant Leadership", which entails the leader to reject a more controlling type of leadership and allow more personal interaction between themselves and their subordinates.
The managerial grid model is also based on a behavioral theory. The model was developed by Robert Blake and Jane Mouton in 1964 and suggests five different leadership styles, based on the leaders' concern for people and their concern for goal achievement.
B. F. Skinner is the father of behavior modification and developed the concept of positive reinforcement. Positive reinforcement occurs when a positive stimulus is presented in response to a behavior, increasing the likelihood of that behavior in the future. The following is an example of how positive reinforcement can be used in a business setting. Assume praise is a positive reinforcer for a particular employee. This employee does not show up to work on time every day. The manager of this employee decides to praise the employee for showing up on time every day the employee actually shows up to work on time. As a result, the employee comes to work on time more often because the employee likes to be praised. In this example, praise (the stimulus) is a positive reinforcer for this employee because the employee arrives at work on time (the behavior) more frequently after being praised for showing up to work on time.
The use of positive reinforcement is a successful and growing technique used by leaders to motivate and attain desired behaviors from subordinates. Organizations such as Frito-Lay, 3M, Goodrich, Michigan Bell, and Emery Air Freight have all used reinforcement to increase productivity. Empirical research covering the last 20 years suggests that reinforcement theory has a 17 percent increase in performance. Additionally, many reinforcement techniques such as the use of praise are inexpensive, providing higher performance for lower costs.
Situational theory also appeared as a reaction to the trait theory of leadership. Social scientists argued that history was more than the result of intervention of great men as Carlyle suggested. Herbert Spencer (1884) (and Karl Marx) said that the times produce the person and not the other way around. This theory assumes that different situations call for different characteristics; according to this group of theories, no single optimal psychographic profile of a leader exists. According to the theory, "what an individual actually does when acting as a leader is in large part dependent upon characteristics of the situation in which he functions."
Some theorists started to synthesize the trait and situational approaches. Building upon the research of Lewin et al., academics began to normalize the descriptive models of leadership climates, defining three leadership styles and identifying which situations each style works better in. The authoritarian leadership style, for example, is approved in periods of crisis but fails to win the "hearts and minds" of followers in day-to-day management; the democratic leadership style is more adequate in situations that require consensus building; finally, the laissez-faire leadership style is appreciated for the degree of freedom it provides, but as the leaders do not "take charge", they can be perceived as a failure in protracted or thorny organizational problems. Thus, theorists defined the style of leadership as contingent to the situation, which is sometimes classified as contingency theory. Four contingency leadership theories appear more prominently in recent years: Fiedler contingency model, Vroom-Yetton decision model, the path-goal theory, and the Hersey-Blanchard situational theory.
The Fiedler contingency model bases the leader's effectiveness on what Fred Fiedler called situational contingency. This results from the interaction of leadership style and situational favorability (later called situational control). The theory defined two types of leader: those who tend to accomplish the task by developing good relationships with the group (relationship-oriented), and those who have as their prime concern carrying out the task itself (task-oriented). According to Fiedler, there is no ideal leader. Both task-oriented and relationship-oriented leaders can be effective if their leadership orientation fits the situation. When there is a good leader-member relation, a highly structured task, and high leader position power, the situation is considered a "favorable situation". Fiedler found that task-oriented leaders are more effective in extremely favorable or unfavorable situations, whereas relationship-oriented leaders perform best in situations with intermediate favorability.
Victor Vroom, in collaboration with Phillip Yetton (1973) and later with Arthur Jago (1988), developed a taxonomy for describing leadership situations, which was used in a normative decision model where leadership styles were connected to situational variables, defining which approach was more suitable to which situation. This approach was novel because it supported the idea that the same manager could rely on different group decision making approaches depending on the attributes of each situation. This model was later referred to as situational contingency theory.
The path-goal theory of leadership was developed by Robert House (1971) and was based on the expectancy theory of Victor Vroom. According to House, the essence of the theory is "the meta proposition that leaders, to be effective, engage in behaviors that complement subordinates' environments and abilities in a manner that compensates for deficiencies and is instrumental to subordinate satisfaction and individual and work unit performance". The theory identifies four leader behaviors, achievement-oriented, directive, participative, and supportive, that are contingent to the environment factors and follower characteristics. In contrast to the Fiedler contingency model, the path-goal model states that the four leadership behaviors are fluid, and that leaders can adopt any of the four depending on what the situation demands. The path-goal model can be classified both as a contingency theory, as it depends on the circumstances, and as a transactional leadership theory, as the theory emphasizes the reciprocity behavior between the leader and the followers.
The Situational Leadership® Model proposed by Hersey suggests four leadership-styles and four levels of follower-development. For effectiveness, the model posits that the leadership-style must match the appropriate level of follower-development. In this model, leadership behavior becomes a function not only of the characteristics of the leader, but of the characteristics of followers as well.
Functional leadership theory (Hackman & Walton, 1986; McGrath, 1962; Adair, 1988; Kouzes & Posner, 1995) is a particularly useful theory for addressing specific leader behaviors expected to contribute to organizational or unit effectiveness. This theory argues that the leader's main job is to see that whatever is necessary to group needs is taken care of; thus, a leader can be said to have done their job well when they have contributed to group effectiveness and cohesion (Fleishman et al., 1991; Hackman & Wageman, 2005; Hackman & Walton, 1986). While functional leadership theory has most often been applied to team leadership (Zaccaro, Rittman, & Marks, 2001), it has also been effectively applied to broader organizational leadership as well (Zaccaro, 2001). In summarizing literature on functional leadership (see Kozlowski et al. (1996), Zaccaro et al. (2001), Hackman and Walton (1986), Hackman & Wageman (2005), Morgeson (2005)), Klein, Zeigert, Knight, and Xiao (2006) observed five broad functions a leader performs when promoting organization's effectiveness. These functions include environmental monitoring, organizing subordinate activities, teaching and coaching subordinates, motivating others, and intervening actively in the group's work.
A variety of leadership behaviors are expected to facilitate these functions. In initial work identifying leader behavior, Fleishman (1953) observed that subordinates perceived their supervisors' behavior in terms of two broad categories referred to as consideration and initiating structure. Consideration includes behavior involved in fostering effective relationships. Examples of such behavior would include showing concern for a subordinate or acting in a supportive manner towards others. Initiating structure involves the actions of the leader focused specifically on task accomplishment. This could include role clarification, setting performance standards, and holding subordinates accountable to those standards.
The Integrated Psychological theory of leadership is an attempt to integrate the strengths of the older theories (i.e. traits, behavioral/styles, situational and functional) while addressing their limitations, largely by introducing a new element – the need for leaders to develop their leadership presence, attitude toward others and behavioral flexibility by practicing psychological mastery. It also offers a foundation for leaders wanting to apply the philosophies of servant leadership and authentic leadership.
Integrated Psychological theory began to attract attention after the publication of James Scouller's Three Levels of Leadership model (2011). Scouller argued that the older theories offer only limited assistance in developing a person's ability to lead effectively. He pointed out, for example, that:
Scouller proposed the Three Levels of Leadership model, which was later categorized as an "Integrated Psychological" theory on the Businessballs education website. In essence, his model aims to summarize what leaders have to do, not only to bring leadership to their group or organization, but also to develop themselves technically and psychologically as leaders.
The three levels in his model are Public, Private and Personal leadership:
Scouller argued that self-mastery is the key to growing one's leadership presence, building trusting relationships with followers and dissolving one's limiting beliefs and habits, thereby enabling behavioral flexibility as circumstances change, while staying connected to one's core values (that is, while remaining authentic). To support leaders' development, he introduced a new model of the human psyche and outlined the principles and techniques of self-mastery, which include the practice of mindfulness meditation.
Bernard Bass and colleagues developed the idea of two different types of leadership, transactional that involves exchange of labor for rewards and transformational which is based on concern for employees, intellectual stimulation, and providing a group vision.
The transactional leader (Burns, 1978) is given power to perform certain tasks and reward or punish for the team's performance. It gives the opportunity to the manager to lead the group and the group agrees to follow his lead to accomplish a predetermined goal in exchange for something else. Power is given to the leader to evaluate, correct, and train subordinates when productivity is not up to the desired level, and reward effectiveness when expected outcome is reached.
This LMX theory addresses a specific aspect of the leadership process is the leader–member exchange (LMX) theory, which evolved from an earlier theory called the vertical dyad linkage (VDL) model. Both of these models focus on the interaction between leaders and individual followers. Similar to the transactional approach, this interaction is viewed as a fair exchange whereby the leader provides certain benefits such as task guidance, advice, support, and/or significant rewards and the followers reciprocate by giving the leader respect, cooperation, commitment to the task and good performance. However, LMX recognizes that leaders and individual followers will vary in the type of exchange that develops between them. LMX theorizes that the type of exchanges between the leader and specific followers can lead to the creation of in-groups and out-groups. In-group members are said to have high-quality exchanges with the leader, while out-group members have low-quality exchanges with the leader.
In-group members are perceived by the leader as being more experienced, competent, and willing to assume responsibility than other followers. The leader begins to rely on these individuals to help with especially challenging tasks. If the follower responds well, the leader rewards him/her with extra coaching, favorable job assignments, and developmental experiences. If the follower shows high commitment and effort followed by additional rewards, both parties develop mutual trust, influence, and support of one another. Research shows the in-group members usually receive higher performance evaluations from the leader, higher satisfaction, and faster promotions than out-group members. In-group members are also likely to build stronger bonds with their leaders by sharing the same social backgrounds and interests.
Out-group members often receive less time and more distant exchanges than their in-group counterparts. With out-group members, leaders expect no more than adequate job performance, good attendance, reasonable respect, and adherence to the job description in exchange for a fair wage and standard benefits. The leader spends less time with out-group members, they have fewer developmental experiences, and the leader tends to emphasize his/her formal authority to obtain compliance to leader requests. Research shows that out-group members are less satisfied with their job and organization, receive lower performance evaluations from the leader, see their leader as less fair, and are more likely to file grievances or leave the organization.
Leadership can be perceived as a particularly emotion-laden process, with emotions entwined with the social influence process. In an organization, the leader's mood has some effects on his/her group. These effects can be described in three levels:
Beyond the leader's mood, her/his behavior is a source for employee positive and negative emotions at work. 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. Emotional intelligence, the ability to understand and manage moods and emotions in the self and others, contributes to effective leadership within organizations.
The neo-emergent leadership theory (from the Oxford Strategic Leadership Programme) sees leadership as created through the emergence of information by the leader or other stakeholders, not through the true actions of the leader himself. In other words, the reproduction of information or stories form the basis of the perception of leadership by the majority. It is well known 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. In modern society, the press, blogs and other sources report their own views of leaders, which may be based on reality, but may also be based on a political command, a payment, or an inherent interest of the author, media, or leader. Therefore, one can argue that the perception of all leaders is created and in fact does not reflect their true leadership qualities at all.
Many personality characteristics were found to be reliably associated with leadership emergence. The list include, but is not limited to following (list organized in alphabetical order): assertiveness, authenticity, Big Five personality factors, birth order, character strengths, dominance, emotional intelligence, gender identity, intelligence, narcissism, self-efficacy for leadership, self-monitoring and social motivation. Leadership emergence is the idea that people born with specific characteristics become leaders, and those without these characteristics do not become leaders. People like Mahatma Gandhi, Abraham Lincoln, and Nelson Mandela all share traits that an average person does not. This includes people who choose to participate in leadership roles, as opposed to those who do not. Research indicates that up to 30% of leader emergence has a genetic basis. There is no current research indicating that there is a “leadership gene”, instead we inherit certain traits that might influence our decision to seek leadership. Both anecdotal, and empirical evidence support a stable relationship between specific traits and leadership behavior. Using a large international sample researchers found that there are three factors that motivate leaders; affective identity (enjoyment of leading), non-calculative (leading earns reinforcement), and social-normative (sense of obligation).
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. See Authentic Leadership.
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. Agreeableness, the last factor of the Big Five personality traits, does not seem to play any meaningful role in leadership emergence
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. Such people communicate their ideas in more robust ways, are better able to read the politics of a situation, are less likely to lose control of their emotions, are less likely to be inappropriately angry or critical, and in consequence are more likely to emerge as leaders.
Masculine individuals are more likely to emerge as leaders than are feminine individuals.
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. Correlation between IQ and leadership emergence was found to be between .25 and .30. However, groups generally prefer leaders that do not exceed intelligence prowess of average member by a wide margin, as they fear that high intelligence may be translated to differences in communication, trust, interests and values
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.
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
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
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. Rhetoric specialists have also developed models for understanding leadership (Robert Hariman, Political Style, Philippe-Joseph Salazar, L'Hyperpolitique. 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. A field in which leadership style has gained strong attention is that of military science, recently expressing a holistic and integrated view of leadership, including how a leader's physical presence determines how others perceive that leader. 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.
Autocratic leaders do not entertain any suggestions or initiatives from subordinates. The autocratic management has been successful as it provides strong motivation to the manager. It permits quick decision-making, as only one person decides for the whole group and keeps each decision to him/herself until he/she feels it needs to be shared with the rest of the group.
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 sub-ordinates. The sub-ordinates are given complete right and power to make decisions to establish goals and work out the problems or hurdles.
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. Relationship-oriented leaders emphasize communication within the group, show trust and confidence in group members, and show appreciation for work done.
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. 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. There is often a limitation on the choices that the members can choose from due to the heavy direction given by the leader.
The term paternalism is from the Latin pater meaning "father". The leader is most often a male. This leadership style is often found in Russia, Africa, and Pacific Asian Societies.
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.
Research and Literature 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. 
Maternity Leave 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 these non-western cultures that mostly follow paternalism, the lack of knowledge on the benefits of maternity leave impact the support given to the women during this important time in their life. 
Society and Laws Certain countries that follow paternalism, such as India, still allow for women to be treated unjustly. Child marriage and minor punishments for perpetrators in crime against women, shape the society's view on how females should be treated. This can prevent women from feeling comfortable to speak out in both a personal and professional setting.
Glass Ceilings and Glass Cliffs Women who work in a very paternalistic culture or industry (e.g. oil or engineering industry), often deal with a limitations in their career that prevent them from moving up any further. This association is often due to the mentality that only males carry leadership characteristics. The glass cliff term 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. 
In the past, some researchers have argued that the actual influence of leaders on organizational outcomes is overrated and romanticized as a result of biased attributions about leaders (Meindl & Ehrlich, 1987). 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 (Day & Lord, 1988; Kaiser, Hogan, & Craig, 2008). 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, 1990). 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, 2006). 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., 2008). For instance, leadership performance may be used to 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.
"Another way to conceptualize leader performance is to focus on the outcomes of the leader’s followers, group, team, unit, or organization. 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. The other type of effectiveness measures are more objective indicators of follower or unit performance, such as measures of productivity, goal attainment, sales figures, or unit financial performance (Bass & Riggio, 2006, p. 47)." 
A toxic leader is someone who has responsibility over a group of people or an organization, and who abuses the leader–follower relationship by leaving the group or organization in a worse-off condition than when he/she joined it.
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. However, each key trait may be applied to situations differently, depending on the circumstances. The following summarizes the main leadership traits found in research by Jon P. Howell, business professor at New Mexico State University and author of the book Snapshots of Great Leadership.
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 as a formal organization. Its design specifies how goals are subdivided and reflected in subdivisions of the organization. Divisions, departments, sections, positions, jobs, and tasks make up this work structure. Thus, the formal organization is expected to behave impersonally in regard to relationships with clients or with its members. According to Weber's definition, 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. It is this bureaucratic structure that 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. The informal organization expresses the personal objectives and goals of the individual membership. 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. Now humanity spends a major portion of waking hours working for organizations. 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. Their personal qualities, the demands of the situation, or a combination of these and other factors attract followers who accept their leadership within one or several overlay structures. 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. It is not dependent on title or formal authority. (Elevos, paraphrased from Leaders, Bennis, and Leadership Presence, Halpern & Lubar.) Ogbonnia (2007) defines an effective leader "as an individual with the capacity to consistently succeed in a given condition and be viewed as meeting the expectations of an organization or society." Leaders are recognized by their capacity for caring for others, clear communication, and a commitment to persist. An individual who is appointed to a managerial position has the right to command and enforce obedience by virtue of the authority of their position. However, she or he must possess adequate personal attributes to match this authority, because authority is only potentially available to him/her. In the absence of sufficient personal competence, a manager may be confronted by an emergent leader who can challenge her/his role in the organization and reduce it to that of a figurehead. 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 the hierarchy, with commensurate authority. Leadership can be defined as one's ability to get others to willingly follow. Every organization needs leaders at every level.
Over the years the philosophical terminology of "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 reflects an awareness of the distinction made by Burns (1978) 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 the team members. Some organizations have taken this approach in hopes of increasing creativity, reducing costs, or downsizing. 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.
According to the National School Boards Association (USA):
These Group Leaderships or Leadership Teams have specific characteristics:
Characteristics of a Team
Ten characteristics of well-functioning teams:
Mark van Vugt and Anjana Ahuja in Naturally Selected: The Evolutionary Science of Leadership (2011) present evidence 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. They also suggest that the evolutionary origins of leadership are different from that of dominance. 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. Richard Wrangham and Dale Peterson, in Demonic Males: Apes and the Origins of Human Violence (1996), present evidence that only humans and chimpanzees, among all the animals living on Earth, share a similar tendency for a cluster of behaviors: violence, territoriality, and competition for uniting behind the one chief male of the land. This position is contentious. Many animals apart from apes are territorial, compete, exhibit violence, and have a social structure controlled by a dominant male (lions, wolves, etc.), suggesting Wrangham and Peterson's evidence is not empirical. 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 castrated bellwethers) and many others.
By comparison, bonobos, the second-closest species-relatives of humans, do not unite behind the chief male of the land. The 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, 1965; Bennis, 1975).
According to some, leadership is determined by distinctive dispositional characteristics present at birth (e.g., extraversion; intelligence; ingenuity). However, according to Forsyth (2009) there is evidence to show that leadership also develops through hard work and careful observation. Thus, effective leadership can result from nature (i.e., innate talents) as well as nurture (i.e., acquired skills).
Although leadership is certainly a form of power, it is not demarcated by power over people – rather, it is a power with people that exists as a reciprocal relationship between a leader and his/her followers (Forsyth, 2009). Despite popular belief, the use of manipulation, coercion, and domination to influence others is not a requirement for leadership. In actuality, individuals who seek group consent and strive to act in the best interests of others can also become effective leaders (e.g., class president; court judge).
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. (1988), the bystander effect (failure to respond or offer assistance) that tends to develop within groups faced with an emergency is significantly reduced in groups guided by a leader. Moreover, it has been documented that group performance, creativity, and efficiency all tend to climb in businesses with designated managers or CEOs. However, the difference leaders make is not always positive in nature. Leaders sometimes focus on fulfilling their own agendas at the expense of others, including his/her own followers (e.g., Pol Pot; Josef Stalin). 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.e., the tendency to overestimate the degree of control leaders have over their groups and their groups' outcomes) ignores the existence of many other factors that influence group dynamics. For example, group cohesion, communication patterns among members, individual personality traits, group context, the nature or orientation of the work, as well as behavioral norms and established standards influence group functionality in varying capacities. 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.g., student work groups; pub quiz/trivia teams) often undergo a diffusion of responsibility, where leadership tasks and roles are shared amongst members (Schmid Mast, 2002; Berdahl & Anderson, 2007; Guastello, 2007).
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, 1953). This "need for a leader" becomes especially strong in troubled groups that are experiencing some sort of conflict. Group members tend to be more contented and productive when they have a leader to guide them. Although individuals filling leadership roles can be a direct source of resentment for followers, most people appreciate the contributions that leaders make to their groups and consequently welcome the guidance of a leader (Stewart & Manz, 1995).
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.
Other examples include modern technology deployments of small/medium-sized IT teams into client plant sites. Leadership of these teams requires hands on experience and a lead-by-example attitude to empower team members to make well thought out and concise decisions independent of executive management and/or home base decision makers. Zachary Hansen was an early adopter of Scrum/Kanban branch development methodologies during the mid 90's 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.
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 why they are being subjected to a will or intellect other than their own if the leader is not a subject-matter expert (SME).
Concepts such as autogestion, employeeship, and common civic virtue, etc., challenge the fundamentally anti-democratic nature of the leadership principle by stressing individual responsibility and/or group authority in the workplace and elsewhere and by focusing on the skills and attitudes that a person needs in general rather than separating out "leadership" as the basis of a special class of individuals.
The idea of leaderism paints leadership and its excesses in a negative light.
[...] if our civilisation is to survive, we must break with the habit of deference to great men. Great men may make great mistakes; and [...] some of the greatest leaders of the past supported the perennial attack on freedom and reason. Their influence, too rarely challenged, continues to mislead [...]
The 116th United States Congress is the current meeting of the legislative branch of the United States federal government, composed of the Senate and the House of Representatives. It convened in Washington, D.C. on January 3, 2019 and will end on January 3, 2021, during the third and fourth years of Donald Trump's presidency. Senators elected to regular terms in 2014 are finishing their terms in this Congress and House seats were apportioned based on the 2010 Census.
In the November 2018 midterm elections, the Democratic Party won a new majority in the House, while the Republican Party increased its majority in the Senate. Consequently, this is the first split Congress since the 113th (2013–2015), and the first Republican Senate/Democrat House split since the 99th (1985–1987). This Congress is considered to be the most diverse ever elected, and the youngest in the past three cycles.Alberta Party
The Alberta Party (French: Parti albertain), formally the Alberta Party Political Association, is a political party in the province of Alberta, Canada. The party describes itself as a centrist and pragmatic party that is not dogmatically ideological in its approach to politics.For most of its history the Alberta Party was a right-wing organization, until the rise of the Wildrose Alliance as Alberta's main conservative alternative to the governing Progressive Conservatives attracted away the Alberta Party's more conservative members. This left a small rump of comparatively less conservative members in control of the Alberta Party. In 2010, the Alberta Party board voted to merge with Renew Alberta, a progressive group that had been organizing to form a new political party in Alberta. The Alberta Party thus shed its conservative past for a more centrist political outlook. The party has been cited in The Globe and Mail and The Economist as part of the break in one-party politics in Alberta, with the Economist calling it "a split in Canada’s most powerful right-wing political machine."Captain (association football)
The team captain of an association football team, sometimes known as the skipper, is a team member chosen to be the on-pitch leader of the team: it is often one of the older/or more experienced members of the squad, or a player that can heavily influence a game or have good leadership qualities. The team captain is usually identified by the wearing of an armband.Chief executive officer
The chief executive officer (CEO) or just chief executive (CE), is the most senior corporate, executive, or administrative officer in charge of managing an organization – especially an independent legal entity such as a company or nonprofit institution. CEOs lead a range of organizations, including public and private corporations, non-profit organizations and even some government organizations (e.g., Crown corporations). The CEO of a corporation or company typically reports to the board of directors and is charged with maximizing the value of the entity, which may include maximizing the share price, market share, revenues or another element. In the non-profit and government sector, CEOs typically aim at achieving outcomes related to the organization's mission, such as reducing poverty, increasing literacy, etc.
In the early 21st century, top executives typically had technical degrees in science, engineering or law.Conservative Party of Canada
The Conservative Party of Canada (French: Parti conservateur du Canada), colloquially known as the Tories, is a right-of-centre federal political party in Canada. It was formed in 2003 from the merger of the Progressive Conservative Party of Canada and the Canadian Alliance (formerly the Reform Party). It traces its history to the original Conservative Party of Canada that was formed after Confederation in 1867 and changed its name to Progressive Conservative Party in 1942.
In Canadian politics, the party sits to the right of the Liberal Party of Canada. Like their federal Liberal rivals, the party is defined as a "big tent", welcoming a broad variety of members. The party's leader is Andrew Scheer, who serves as Leader of the Official Opposition.
From Confederation till 1942, the Conservative Party of Canada participated in numerous governments. Before 1942, the predecessors to the Conservatives had multiple names, but by 1942, the main right-wing Canadian force became known as the Progressive Conservatives. In 1957, John Diefenbaker became the first Prime Minister from the Progressive Conservative Party, and remained in office until 1963.Another Progressive Conservative government was elected after the results of the 1979 federal election, with Joe Clark becoming Prime Minister. Clark served from 1979 to 1980, when he was defeated by the Liberal Party after the 1980 federal election. In 1984, the Progressive Conservatives won with Brian Mulroney becoming Prime Minister. Mulroney was Prime Minister from 1984 to 1993, and his government was marked by free trade agreements and economic liberalization. The party suffered a near complete loss after the 1993 federal election, thanks to a splintering of the right-wing; the Conservatives' other predecessor, the Reform Party, led by Preston Manning placed in third, leaving the Progressive Conservatives in fifth. A similar result occurred in 1997, and in 2000, when the Reform Party became the Canadian Alliance.In 2003, the Canadian Alliance and the Progressive Conservatives merged, forming the Conservative Party of Canada. The unified Conservative Party generally favours lower taxes, small government, more decentralization of federal government powers to the provinces modeled after the Meech Lake Accord and a tougher stand on "law and order" issues. The party won two minority governments after the 2006 federal election, and a majority government in the 2011 federal election before being defeated in the 2015 federal election by a majority Liberal government.David Cameron
David William Donald Cameron (born 9 October 1966) is a British politician who served as Prime Minister of the United Kingdom from 2010 to 2016. He was the Member of Parliament (MP) for Witney from 2001 to 2016 and Leader of the Conservative Party from 2005 to 2016. He identifies as a one-nation conservative, and has been associated with both economically liberal and socially liberal policies.
Born in London to an upper-middle-class family, Cameron was educated at Heatherdown School, Eton College, and Brasenose College, Oxford. From 1988 to 1993 he worked at the Conservative Research Department, assisting the Conservative Prime Minister John Major, before leaving politics to work for Carlton Communications in 1994. Becoming an MP in 2001, he served in the opposition shadow cabinet under Conservative leader Michael Howard, and succeeded Howard in 2005. Cameron sought to rebrand the Conservatives, embracing an increasingly socially liberal position. The 2010 general election led to Cameron becoming Prime Minister as the head of a coalition government with the Liberal Democrats – the youngest holder of the office since the 1810s. His premiership was marked by the ongoing effects of the late-2000s financial crisis; these involved a large deficit in government finances that his government sought to reduce through austerity measures. His administration introduced large-scale changes to welfare, immigration policy, education, and healthcare. It privatised the Royal Mail and some other state assets, and legalised same-sex marriage in Great Britain.
Internationally, his government intervened militarily in the Libyan Civil War and later authorised the bombing of the Islamic State of Iraq and the Levant; domestically, his government oversaw the referendum on voting reform and Scottish independence referendum, both of which confirmed Cameron's favoured outcome. When the Conservatives secured an unexpected majority in the 2015 general election he remained as Prime Minister, this time leading a Conservative-only government. To fulfil a manifesto pledge, he introduced a referendum on the UK's continuing membership of the EU. Cameron supported continued membership; following the success of the Leave vote, he resigned to make way for a new Prime Minister and was succeeded by Theresa May.Cameron has been praised for modernising the Conservative Party and for decreasing the United Kingdom's national deficit. Conversely, he has been criticised by figures on both the left and right, and has been accused of elitism and political opportunism.Emir
An emir (; Arabic: أمير ʾamīr [ʔaˈmiːr]), sometimes transliterated amir, amier, or ameer, is an aristocratic or noble and military title of high office used in a variety of places in the Arab countries, West Africa, and Afghanistan. It means "commander", "general", or "High King". The feminine form is emira (أميرة ʾamīrah). When translated as "prince", the word "emirate" is analogous to a sovereign principality.Entrepreneurship
Entrepreneurship is the process of designing, launching and running a new business, which is often initially a small business. The people who create these businesses are called entrepreneurs.Entrepreneurship has been described as the "capacity and willingness to develop, organize and manage a business venture along with any of its risks in order to make a profit." While definitions of entrepreneurship typically focus on the launching and running of businesses, due to the high risks involved in launching a start-up, a significant proportion of start-up businesses have to close due to "lack of funding, bad business decisions, an economic crisis, lack of market demand, or a combination of all of these."A broader definition of the term is sometimes used, especially in the field of economics. In this usage, an Entrepreneur is an entity which has the ability to find and act upon opportunities to translate inventions or technology into new products: "The entrepreneur is able to recognize the commercial potential of the invention and organize the capital, talent, and other resources that turn an invention into a commercially viable innovation." In this sense, the term "Entrepreneurship" also captures innovative activities on the part of established firms, in addition to similar activities on the part of new businesses.Imam
Imam (; Arabic: إمام imām; plural: أئمة aʼimmah) is an Islamic leadership position.
It is most commonly used as the title of a worship leader of a mosque and Muslim community among Sunni Muslims. In this context, imams may lead Islamic worship services, serve as community leaders, and provide religious guidance. In Yemen, the title was formerly given to the king of the country.
For Shi'a Muslims, the imam has a more central meaning and role in Islam through the concept of imamah; the term is only applicable to those members of Ahl al-Bayt, the house of the Islamic prophet Muhammad, designated as infallibles.Jeremy Corbyn
Jeremy Bernard Corbyn (; born 26 May 1949) is a British politician serving as Leader of the Labour Party and Leader of the Opposition since 2015. Corbyn was first elected Member of Parliament (MP) for Islington North in 1983. Ideologically, he identifies himself as a democratic socialist.Born and raised in Wiltshire, Corbyn joined Labour as a teenager. Moving to London, he became a trade union representative. In 1974, he was elected to Haringey Council and also became Secretary of Hornsey Constituency Labour Party, until elected as the MP for Islington North in 1983. His activism has included roles in Anti-Fascist Action, the Anti-Apartheid Movement and the Campaign for Nuclear Disarmament, and advocating for a united Ireland. As a backbench MP, he frequently voted against the Labour whip, including "New Labour" governments under Tony Blair and Gordon Brown. He chaired the Stop the War Coalition from 2011 to 2015.
Corbyn was elected Labour leader in 2015. Taking the party to the left, he advocated renationalisation of public utilities and the railways, a less interventionist military policy, and reversals of austerity cuts to welfare and public services. After Labour MPs sought to remove him in 2016, he won a second leadership contest. Although critical of the European Union, he supported continued membership in the 2016 referendum. In the 2017 general election, Labour again finished as the second-largest party in parliament, but increased their share of the vote to 40%, resulting in a net gain of 30 seats and a hung parliament. Corbyn has been criticised following allegations of antisemitism in the Labour Party and for alleged antisemitic associations prior to becoming leader. He has asserted his opposition to antisemitism and commitment to rooting it out of the party.Justin Trudeau
Justin Pierre James Trudeau (; French: [ʒystɛ̃ tʁydo]; born December 25, 1971) is a Canadian politician serving as the 23rd prime minister of Canada since 2015 and Leader of the Liberal Party since 2013. Trudeau is the second-youngest Canadian Prime Minister after Joe Clark; he is also the first to be related to a previous holder of the post, as the eldest son of Pierre Trudeau.Born in Ottawa, Trudeau attended Collège Jean-de-Brébeuf and graduated from McGill University in 1994 and the University of British Columbia in 1998. He gained a high public profile in 2000, when he delivered a eulogy at his father's state funeral. After graduating, he worked as a teacher in Vancouver, British Columbia. He completed one year of an engineering program at Montreal's École Polytechnique, from 2002 to 2003, and one year of a master's program in environmental geography at McGill University, from 2004 to 2005. He advocated for various causes, and portrayed a cousin in the 2007 TV miniseries The Great War.In the 2008 federal election, he was elected to represent the riding of Papineau in the House of Commons. In 2009, he was appointed the Liberal Party's critic for youth and multiculturalism, and the following year, became critic for citizenship and immigration. In 2011, he was appointed as critic for secondary education and youth and amateur sport. Trudeau won the leadership of the Liberal Party in April 2013 and went on to lead his party to victory in the 2015 federal election, moving the third-placed Liberals from 36 seats to 184 seats, the largest-ever numerical increase by a party in a Canadian general election.Labour Party (UK)
The Labour Party is a centre-left political party in the United Kingdom which has been described as an alliance of social democrats, democratic socialists and trade unionists. The party's platform emphasises greater state intervention, social justice and strengthening workers' rights.
The Labour Party was founded in 1900, having grown out of the trade union movement and socialist parties of the nineteenth century. It overtook the Liberal Party to become the main opposition to the Conservative Party in the early 1920s, forming two minority governments under Ramsay MacDonald in the 1920s and early 1930s. Labour served in the wartime coalition of 1940-1945, after which Clement Attlee's Labour government established the National Health Service and expanded the welfare state from 1945 to 1951. Under Harold Wilson and James Callaghan, Labour again governed from 1964 to 1970 and 1974 to 1979. In the 1990s Tony Blair took Labour closer to the centre as part of his "New Labour" project, which governed the UK under Blair and then Gordon Brown from 1997 to 2010. After Corbyn took over in 2015, the party has moved leftward.
Labour is currently the Official Opposition in the Parliament of the United Kingdom, having won the second-largest number of seats in the 2017 general election. The Labour Party is currently the largest party in the Welsh Assembly, forming the main party in the current Welsh government. The party is the third largest in the Scottish Parliament.
Labour is a member of the Party of European Socialists and Progressive Alliance, holds observer status in the Socialist International, and sits with the Progressive Alliance of Socialists and Democrats in the European Parliament. The party includes semi-autonomous Scottish and Welsh branches and supports the Social Democratic and Labour Party in Northern Ireland. As of 2017, Labour had the largest membership of any party in Western Europe.Leadership in Energy and Environmental Design
Leadership in Energy and Environmental Design (LEED) is one of the most popular green building certification programs used worldwide. Developed by the non-profit U.S. Green Building Council (USGBC) it includes a set of rating systems for the design, construction, operation, and maintenance of green buildings, homes, and neighborhoods that aims to help building owners and operators be environmentally responsible and use resources efficiently.Malcolm Turnbull
Malcolm Bligh Turnbull (born 24 October 1954) is an Australian former politician who was the 29th Prime Minister of Australia from 2015 to 2018. He served twice as Leader of the Liberal Party, firstly from 2008 to 2009 when he was also Leader of the Opposition, and a second time from 2015 to 2018. He was the MP for Wentworth in the House of Representatives from 2004 to 2018.
Turnbull graduated from the University of Sydney with a Bachelor of Arts and a Bachelor of Laws, before attending Brasenose College, Oxford as a Rhodes Scholar, earning a Bachelor of Civil Law. For over two decades prior to entering politics, he worked as a journalist, lawyer, merchant banker, and venture capitalist. He served as Chair of the Australian Republican Movement from 1993 to 2000, and was one of the leaders of the unsuccessful "Yes" campaign in the 1999 republic referendum. He was first elected to the Australian House of Representatives for the Division of Wentworth in New South Wales at the 2004 federal election, and was Minister for the Environment and Water from January 2007 until December 2007.
After coming second in the 2007 leadership election, Turnbull won the leadership of the Liberal Party in September 2008 and became Leader of the Opposition. However, his support of the Carbon Pollution Reduction Scheme proposed by the Rudd Government in December 2009 led to a leadership challenge by Tony Abbott, who defeated Turnbull by a single vote. Though initially planning to leave politics after this, Turnbull chose to stay and was later appointed Minister for Communications in the Abbott Government following the 2013 federal election.
Citing consistently poor opinion polling for the government, Turnbull resigned from the Cabinet on 14 September 2015 and challenged Abbott, reclaiming the leadership of the Liberal Party by ten votes. He was sworn in as Prime Minister of Australia the following day. At the 2016 federal election, Turnbull led the Coalition to victory by a single seat, the smallest majority since the 1961 federal election. In August 2018, a challenge by Peter Dutton led to two Liberal leadership spills. When the second spill motion passed on 24 August 2018, Turnbull did not contest the ballot and subsequently resigned as Prime Minister. Treasurer Scott Morrison defeated Dutton in the contest. Turnbull resigned from parliament on 31 August 2018, triggering a by-election in his former seat of Wentworth. The Liberal Party lost the by-election to independent candidate Kerryn Phelps, which resulted in the Coalition losing its majority in the House of Representatives.Management
Management (or managing) is the administration of an organization, whether it is a business, a not-for-profit organization, or government body. Management includes the activities of setting the strategy of an organization and coordinating the efforts of its employees (or of volunteers) to accomplish its objectives through the application of available resources, such as financial, natural, technological, and human resources. The term "management" may also refer to those people who manage an organization.
Social scientists study management as an academic discipline, investigating areas such as social organization and organizational leadership. Some people study management at colleges or universities; major degrees in management include the Bachelor of Commerce (B.Com.) Bachelor of Business Administration (BBA.) Master of Business Administration (MBA.) and, for the public sector, the Master of Public Administration (MPA) degree. Individuals who aim to become management specialists or experts, management researchers, or professors may complete the Doctor of Management (DM), the Doctor of Business Administration (DBA), or the PhD in Business Administration or Management.
Larger organizations generally have three levels of managers, which are typically organized in a hierarchical, pyramid structure:
Senior managers, such as members of a Board of Directors and a Chief Executive Officer (CEO) or a President of an organization. They set the strategic goals of the organization and make decisions on how the overall organization will operate. Senior managers are generally executive-level professionals, and provide direction to middle management who directly or indirectly report to them.
Middle managers, examples of these would include branch managers, regional managers, department managers and section managers, who provide direction to front-line managers. Middle managers communicate the strategic goals of senior management to the front-line managers.
Lower managers, such as supervisors and front-line team leaders, oversee the work of regular employees (or volunteers, in some voluntary organizations) and provide direction on their work.In smaller organizations, an individual manager may have a much wider scope. A single manager may perform several roles or even all of the roles commonly observed in a large organization.Political action committee
In the United States and Canada, a political action committee (PAC) is a 527 organization that pools campaign contributions from members and donates those funds to campaigns for or against candidates, ballot initiatives, or legislation.
The legal term PAC has been created in pursuit of campaign finance reform in the United States. This term is quite specific to all activities of campaign finance in the United States. Democracies of other countries use different terms for the units of campaign spending or spending on political competition (see political finance). At the U.S. federal level, an organization becomes a PAC when it receives or spends more than $1,000 for the purpose of influencing a federal election, and registers with the Federal Election Commission, according to the Federal Election Campaign Act as amended by the Bipartisan Campaign Reform Act of 2002 (also known as the McCain-Feingold Act). At the state level, an organization becomes a PAC according to the state's election laws.
Contributions from corporate or labor union treasuries are illegal, though they may sponsor a PAC and provide financial support for its administration and fundraising. Union-affiliated PACs may only solicit contributions from members. Independent PACs may solicit contributions from the general public and must pay their own costs from those funds.Southern Christian Leadership Conference
The Southern Christian Leadership Conference (SCLC) is an African-American civil rights organization. SCLC, which is closely associated with its first president, Martin Luther King Jr., had a large role in the American civil rights movement.Theresa May
Theresa Mary May (; née Brasier; born 1 October 1956) is a British politician serving as Prime Minister of the United Kingdom and Leader of the Conservative Party since 2016. She served as Home Secretary from 2010 to 2016. May was first elected Member of Parliament (MP) for Maidenhead in 1997. Ideologically, she identifies herself as a one-nation conservative.May grew up in Oxfordshire and attended St Hugh's College, Oxford. After graduating in 1977, she worked for the Bank of England. She also served as a councillor for Durnsford in Merton. After unsuccessful attempts to be elected to the House of Commons she was elected as the MP for Maidenhead in the 1997 general election. From 1999 to 2010, May held a number of roles in Shadow Cabinets. She was also Chairwoman of the Conservative Party from 2002 to 2003.
When the coalition government was formed after the 2010 general election, May was appointed Home Secretary and Minister for Women and Equalities, but gave up the latter role in 2012. She continued to serve as home secretary after the Conservative victory in the 2015 general election, and became the longest-serving home secretary in over 60 years. During her tenure she pursued reform of the Police Federation, implemented a harder line on drugs policy including the banning of khat, oversaw the introduction of elected Police and Crime Commissioners, the deportation of Abu Qatada, and the creation of the National Crime Agency, and brought in additional restrictions on immigration. She is to date, the only woman to hold two of the great offices of state.
In July 2016, after David Cameron resigned, May was elected as Conservative Party Leader, becoming Britain's second female Prime Minister after Margaret Thatcher. As Prime Minister, May began the process of withdrawing the UK from the European Union, triggering Article 50 in March 2017. The following month, she announced a snap general election, with the aim of strengthening her hand in Brexit negotiations. This resulted in a hung parliament, in which the number of Conservative seats fell from 330 to 317, despite the party winning its highest vote share since 1983. The loss of an overall majority prompted her to enter a confidence and supply arrangement with the Democratic Unionist Party (DUP) to support a minority government.
May survived a vote of no confidence from her own MPs in December 2018 and a Parliamentary vote of no confidence in January 2019. May has said that she will not lead her party in the next general election scheduled for 2022 under the Fixed-term Parliaments Act, but has not ruled out leading it into a snap election. May carried out the Brexit negotiations with the European Union, adhering to the Chequers Agreement, which resulted in the draft Withdrawal Agreement between the UK and the EU. This agreement was defeated by Parliament in January 2019, and negotiations continue to try and reach a deal. May’s revised deal was defeated in Parliament by 391 votes to 242. In March 2019, May committed to stepping down as Prime Minister if Parliament passed her Brexit deal, to make way for a new leader in the second phase of Brexit.Xi Jinping
Xi Jinping (; Chinese: 习近平; Mandarin pronunciation: [ɕǐ tɕîn.pʰǐŋ]; born 15 June 1953) is a Chinese politician serving as general secretary of the Communist Party of China (CPC), President of the People's Republic of China (PRC), and chairman of the Central Military Commission (CMC). Often described as China's "paramount leader" since 2012, he officially received the title of "core leader" from the CPC in 2016. As general secretary, Xi holds an ex-officio seat on the Politburo Standing Committee of the Communist Party of China, China's top decision-making body.Xi is the first general secretary born after the Second World War and the establishment of the People's Republic of China. The son of Chinese Communist veteran Xi Zhongxun, he was exiled to rural Yanchuan County as a teenager following his father's purge during the Cultural Revolution, and lived in a cave in the village of Liangjiahe, where he organised communal labourers. After studying at the Tsinghua University as a "Worker-Peasant-Soldier student", Xi rose through the ranks politically in China's coastal provinces. Xi was governor of Fujian province from 1999 to 2002, and governor, then party secretary of neighbouring Zhejiang province from 2002 to 2007. Following the dismissal of Chen Liangyu, Xi was transferred to Shanghai as party secretary for a brief period in 2007. He joined the Politburo Standing Committee and central secretariat in October 2007, spending the next five years as Hu Jintao's presumed successor. Xi was vice president from 2008 to 2013 and vice chairman of the Central Military Commission from 2010 to 2012.
Since assuming power, Xi has introduced far-ranging measures to enforce party discipline and to ensure internal unity. His signature anti-corruption campaign has led to the downfall of prominent incumbent and retired Communist Party officials, including members of the Politburo Standing Committee. Described as a Chinese nationalist, he has tightened restrictions over civil society and ideological discourse, advocating Internet censorship in China as the concept of "internet sovereignty". Xi has called for further socialist market economic reforms, for governing according to the law and for strengthening legal institutions, with an emphasis on individual and national aspirations under the slogan "Chinese Dream". He has also championed a more assertive foreign policy, particularly with regard to China–Japan relations, China's claims in the South China Sea, and its role as a leading advocate of free trade and globalization. Xi has sought to expand China's African and Eurasian influence through the One Belt One Road Initiative. The 2015 meeting between Xi and Taiwanese President Ma Ying-jeou marked the first time the political leaders of both sides of the Taiwan Strait have met since the end of the Chinese Civil War in 1950.Considered the central figure of the fifth generation of leadership of the People's Republic, Xi has significantly centralised institutional power by taking on a wide range of leadership positions, including chairing the newly formed National Security Commission, as well as new steering committees on economic and social reforms, military restructuring and modernization, and the Internet. Said to be one of the most powerful leaders in modern Chinese history, Xi's political thoughts have been written into the party and state constitutions, and under his leadership the latter was amended to abolish term limits for the presidency. In 2018, Forbes ranked him as the most powerful and influential person in the world, dethroning Russian President Vladimir Putin who held the accolade for five consecutive years.