LEADERSHIPAlthough some people trea

LEADERSHIP
Although some people treat the terms «managership» and «leadership» as synonyms, they should be distinguished.
As a matter of fact, there can be leaders of unorganised groups, but there can be managers only where organised structures create roles.
Leadership is an important issue of managership: the ability to lead effectively is one of the keys to being an effective manager.
Doing the entire managerial job demands that a manager is an effective leader.
Managers must exercise all the functions of their role in order to combine human and material resources to achieve objectives. The key to doing this is a degree of authority to support managers' actions.
The essence of leadership is followership. In other words, it is the willingness of people to follow that makes a person a leader.
Moreover, people tend to follow those whom they see as providing a means of achieving their own desires, wants and needs.
Leadership and motivation are closely interconnected. By understanding motivation, we can appreciate better what people want and why they act as they do.
Leadership may not only respond to subordinates' motivations but also arouse or dampen them by means of the organisational climate they develop.
Both these factors are as important to leadership as they are to managership.
We define leadership as influence; the art or process of influencing people so that they will strive willingly and enthusiastically toward the achievement of group goals.
Ideally, people should be encouraged to work with zeal and confidence.
Zeal is ardour, earnestness and intensity in the execution of work; confidence reflects experience and technical ability.
Leaders act to help a group achieve goals through the maximum application of its capabilities.
They do not stand behind a group to push and prod; they place themselves before the group as they facilitate progress and inspire the group to accomplish organisations goals.
Leadership. It's not a mystical quality, but a down-to-earth attitude and way of doing things that you can easily master — whether you are president of a huge corporation, an executive on the way up, or the captain of a football team.
To be a successful leader, you have to know how to use simple but very effective techniques to inspire those under you to want to do better, to handle different personality types — from workhorses to creative people, make sure you really communicate.
We all do these things, they are part of your social structure, and for the most part they are enjoyable.
The variety of experience has not changed my observation that some folks can run things and other folks just can't. I used to think that it was something built in, sort of genetic. My conclusion now is that leadership can be learned, provided the individual wants to work at it.
Some people are natural leaders, whether they want to be or not. The rest of us have to be more methodical.
Leadership is a fascinating subject; all of human history revolves around it. But leadership is a practical tool of everyday life. Each of us leads something, even if it is only taking a reluctant animal for a walk each evening.

INGREDIENTS OF LEADERSHIP
Every group of people that performs near its total capacity has some person as its head who is skilled in the art of leadership.
This skill is a compound of at least four major ingredients:
 the ability to inspire;
 the ability to appreciate that human beings have different motivations at different times and in different situations;
 the ability to use power effectively and in a responsible manner;
 the ability to act in a manner that will develop a climate facilitating responding to and arousing motivations.
The first ingredient of leadership seems to be a rare ability to inspire followers to apply their full capabilities to a project. While the use of motivations seems to focus on subordinates and their needs, inspiration also comes from group heads. They may have qualities of charm and appeal that give rise to loyalty, devotion, and a strong desire on the part of followers to promote what leaders want. This is not a matter of need-satisfaction, it is, rather, a matter of giving unselfish support to a chosen leader.
The second ingredient of leadership is a fundamental understanding of people.
As in all practices, it is one thing to know motivation theory, kinds of motivating forces and the nature of a system of motivation, and another thing is to be able to apply this knowledge to people and situations.
A leader should be aware of the nature and strength of human needs and should be able to define and design ways of satisfying them.
A leader who understands the elements of motivation is more able to administer so as to get the desired responses.
The third ingredient of leadership is power.
The fourth ingredient has to do with the style of the leader and the climate he or she develops.
Almost every role in an organised enterprise is made more satisfying to participants and more productive for the enterprise by those who can help others fulfil their desire for such things as money, status, power, or pride of accomplishment.
The fundamental principle of leadership is this: since people tend to follow those who, in their view, offer them a means of satisfying their personal goals, the more managers understand what motivates their subordinates and how these motivations operate, and the more they reflect this understanding in carrying out their managerial actions, the more effective they are likely to be as leaders.

Результаты (английский) 3:

领导
虽然有些人对待的条款«管理者»和«领导»是同义词，他们应该被区分。
事实上，可以有组织的团体的领导人，但可以有经理在组织结构创建角色。
领导是管理者的一个重要问题：有效的领导是作为一个有效的管理者的关键能力之一。
做整个管理工作需要一个经理是一个有效的领导者，管理者必须行使所有的职能，他们的角色，以结合人力和物力资源，以实现目标。这样做的关键是一个程度的权威来支持管理者的行为。
领导的本质是追随。换句话说，换句话说，它是人们的意愿，使人成为领导者，而且，人们倾向于跟随他们所看到的为实现自己的欲望，欲望和需求的手段，领导和动机是紧密相连的。通过理解的动机，我们可以更好地理解人们所希望的，以及他们为什么要做的事情。领导不仅可以应对下属的动机也激发或抑制他们所开发的组织气候的手段。
这些因素是领导，他们是经理的地位一样重要。
定义领导的影响；影响的人，他们会努力自觉踊跃向集团目标的实现
艺术或过程。理想情况下，应该鼓励人们用热情和信心的工作。
热情的热情，在工作执行的热情和强度；信心反映了经验和技术能力。
领导者的行为来帮助组织通过其能力的最大的应用目标的实现。
他们不站在一个集团的推动和督促；他们把自己放在群体中，因为他们有利于进步，并激励团队完成组织的目标。这不是一个神秘的品质，而是一个脚踏实地的态度和做事方式，你可以很容易地掌握-无论你是一个大公司的总裁，一个高管的方式，或一个足球队的队长，是一个成功的领导者，你必须知道如何使用简单但非常有效的激发下那些你想做的更好的技术，来处理从大创意人不同的性格类型，确定你真正的交流。
我们做这些事情，他们是你的社会结构的一部分，和他们愉快的最重要的部分
。