Concepts of Leadership

Both Gardner (1990, pp. xixiii), and Heider (1988, (pp. xixii) developed and presented their concepts and perceptions of leadership, in part, in recognition of the fact that most "solutions" offered to the growing problems of leadership in the United States were in fact little more than handwringing restatements of the problem which tended to exacerbate the problem more than clarify the underlying issues. Over the past thirty or so years, scores of books and hundreds of articles have been written on leadership, motivation, and related topics. The general thrust of most of this writing has been that some form of participative, or nonauthoritarian

1 2leadership is required, as opposed to an autocratic aproach to leadership. Having once made such an assessment, however, the general pattern is for the author to present some complex leadership stratagem or technique which must be followed, as opposed to providing insi

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own mistakes, firmness and conviction with respect to one's own decisions, ethical behavior, an acceptance of responsibility, and a willingness to place trust in organizational subordinates (Heider, 1988, pp. 19, 43; Gardner, 1990, pp. 14, 20, 43, 51, 104). Consistency in leadership, however, does not imply rigidity (Heider, 1988, p. 151; Gardner, 1990, p. 53). The leadership concepts and perceptions of both Gardner, and Heider are very much in tune with the transformational leadership concept. Both Gardner, and Heider offer insights into leadership which go well beyond the concept of transformational leadership. THE NATURE OF LEADERSHIP Gardner (1990, pp. 12, 119) contends that leaders must think clearly, serve as examples, be integral parts of the system of which they are a leader, recognize that they are subject to the forces which affect the system, and be both flexible and noncoercive. Heider (1988, pp. 21, 27, 95). According to Heider, 1988), calmness permits a leader to perceive what is occurring (pp. 21, 27, 95); and rigidity leads to an inability to lead (p. 151). Gardner (1990, p. 2) also warns against confusing leadership with organizational status, and against confusing leadership with legal power.
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Approximate Word count = 1805
Approximate Pages = 7 (250 words per page)

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