Defining Leadership

Paper Summary:

The paper touches upon the issues of a leader's moral and ethical responsibilities, their need to earn credibility and trust and how they must synchronize processes, people and systems to attain corporate objectives. The paper also discusses how leadership is most effective when it originates from the innate strengths and weaknesses of a person as opposed to learned behaviors.

Outline:
Introduction
The Challenge of Gaining Trust as a New Leader
Summary

From the Paper:

"The catalyst of any organizations' ability to attain agility and remain competitively strong in an increasingly turbulent global business environment is leadership. The essence of any organizations' agility with regard to their organizational processes, people and systems is the ability to lead with insight while fostering and nurturing a high level of collaboration interdepartmentally. Empirical studies and theories abound on the topic of leadership and its transformational role in organizations, the role of leadership relative to management, and the implications of emotional intelligence (EI) and trust on leadership effectiveness. Leadership has often been said to be who you are and management is what you do."

Sample of Sources Used:

• Kevin Cashman (1997). Seven strategies for mastery of leadership from the inside out. Strategy & Leadership, 25(5), 53-55. Retrieved July 30, 2008, from ABI/INFORM Global database. (Document ID: 16537599).
• Robert F Hurley (2006). The Decision to Trust. Harvard Business Review, 84(9), 5562. Retrieved July 27, 2008, from ABI/INFORM Global database. (Document ID: 1116860651).
• Joan F. Marques (2007). Leadership: emotional intelligence, passion and ... what else? The Journal of Management Development, 26(7), 644-651. Retrieved July 30, 2008, from ABI/INFORM Global database. (Document ID: 1363387021).
• Winston and Patterson (2006) An Integrative Definition of Leadership. Bruce E. Winston; Kathleen Patterson. Regent University International Journal of Leadership Studies, Vol. 1 Issue. 2, 2006, pp. 6-7 (c) 2006 School of Leadership Studies, Regent University ISSN 1554-3145

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