1

INDEX

1) Introduction

2) Formulation and justification of the problem..................

3) Objectives

4) Theoretical framework (General aspects)..........................

LEADERSHIP
CONCEPT
CHARACTERISTICS
THEORIES ABOUT LEADERSHIP LEADERSHIP STYLES
THE AUTOCRATIC LEADER
The Participative Leader
THE LEADER WHO ADOPTS THE LOOSE REIN SYSTEM OR LIBERAL LEADER
IMPORTANCE OF LEADERSHIP
LEADERSHIP TREND
Age of Conquest Leadership.
Age of commercial leadership
Age of organizational leadership.
Age of leadership and innovation.
Age of information leadership.
Leadership in the 'New Age' and new world.
CURRENT SITUATION OF LEADERSHIP
LEADERSHIP APPROACHES
TRAIT APPROACH
THE LEADERS AND THOSE WHO ARE NOT
EFFECTIVE AND INEFFECTIVE LEADERS
BEHAVIORIST APPROACH
Functions of the Leader
FOCUS ON THE GOAL PATH IN LEADERSHIP
GOAL ROUTE APPROACH IN LEADERSHIP
5) Approaches to leadership
TRAIT APPROACH
THE LEADERS AND THOSE WHO ARE NOT
EFFECTIVE AND INEFFECTIVE LEADERS
BEHAVIORIST APPROACH
GOAL PATH APPROACH IN LEADERSHIP
FUNCTIONS OF THE LEADER

6) Future of leadership theory………………………………

THE CHARISMATIC AND TRANSFORMATIONAL LEADER
BASS'S TRANSFORMATIONAL LEADERSHIP THEORY
HOUSE'S CHARISMATIC LEADERSHIP THEORY
CHALLENGES OF LEADERSHIP THEORY
Psychoanalytic Approach to Leadership
ROMANTICISM OF LEADERSHIP

7) Conclusiones……………………………………………………..

8) Recommendations

9) Bibliography

2
INTRODUCTION:

Leadership is a crucial topic today where borders have

open to global trade; where organizations and companies
they are permanently in a constant struggle to be more and more
more competitive, which has led to people who
are efficient and capable of giving a lot of themselves for it
well-being of the organization or company. When talking about organizations and

it is essential to mention the drivers, the leaders of

Today, those who achieve the success of their organizations and who guide
their subordinates to achieve it. The leader, like every person, has
many defects and virtues that one must know; this implies looking at oneself

first within oneself, to know oneself in order to understand others

and reflect what you want to achieve, to lead others to achieve it
success. Leadership studies today are becoming extraordinarily
importance in all areas including education. The task
education has always implicitly carried the function of leadership. In this
Leadership has an ethical background that has always surrounded the actors.
of the teaching-learning process, since teaching is a
human activity in which people exercise their influence of power in
others. This leadership in the educational aspect will also appear as
a factor to mobilize groups, whether of academics or students
towards the right direction. Thus, the human factor (the teacher) will help to
a group (students) to identify where they are headed and then the
will motivate to achieve goals. In this work, I want to refer to the
leadership styles of the teacher in guiding instruction
integral from the classroom, since the authority and power of the educator, there is

to understand it as a basic energy and the ability to serve the

others, to the students and to society in general; to understand it as the

3
moral authority necessary to promote and develop action
educational that allows translating the intentions and purposes of the process
of teaching-learning or educational teaching in concrete realities
that they improve and elevate human existence and nature.

4
 JUSTIFICATION OF A PROBLEM

A time is being lived in which society is a topic that is being

debated and discussed in public opinion, on one hand, based on
repeated diagnoses and solutions that have been heard countless times in
the rhetorical discourse of many interested parties and, on the other hand, with the attention

directed towards what is truly desired. In this context and being the
society embedded in a complex Society with multiple expressions and
various interests, the leadership developed in it is expected to
fulfill the philosophical, doctrinal, legal, and
administrative means to achieve the purpose

In public and private institutions, various educational manifestations occur.

ways of participation, organization, leadership, and integration and, for
supposed, different models of leadership, that go in the achievement of the
organizational objectives, and they should unite their efforts aimed at
towards quality management.

Leadership is always in pursuit of understanding and brings quality.

efficiency is observed that, as a result of the changes made so rapidly
in the context of society in general due to the advancement of technologies, the
information and the fragmentation of cultures and social groups, there exists
the need for new analysis models that allow for interpretation and
to understand the current historical-cultural situation, Dale Carnegie points out
that in order to understand society and try to form groups of
We work in a society, we must understand them and in order to achieve that
effectiveness we must use the word as a weapon of persuasion and
seduction and achieving an example of that

5
Objective

The main objective of this project is to make the environment we live in

sea of harmony and understanding based on the knowledge already left for
put them into practice and thus generate a great impact and an action of change
in the environment where we try to reach a consensus.

6
1 GENERAL ASPECTS OF LEADERSHIP

1.1 LEADERSHIP

Since its origin, man has grouped itself into communities.

Communities that had to make decisions for their survival,
coordinate efforts and carry out actions focused on the
progress and the common welfare. It can be observed through the
history, which in different towns and cultures, always arises
individuals who stand out for always performing these functions. To these
individuals have been labeled as leaders.

The steps of great leaders are like thunder that makes

reverberate history. Throughout the centuries since the ancient Greeks
until today passing through Shakespeare; few themes have proven to be so
fascinating for playwrights and historians like the personality of
the great leaders.

1.1.1 CONCEPT

Leadership is the process of directing work activities.

of the members of a group and to influence them. This
The definition has four important implications.

First of all, leadership involves other people;

the employees or followers. The members of the group, given their
will to accept the leader's orders helps to define the
position of the leader and allow the process to unfold
leadership; if there were no one to command, the qualities of
the leadership of the manager would be irrelevant.

Secondly, leadership entails an unequal distribution of

power between leaders and group members. The
group members lack power; they can shape, and
in fact, they do so, to the activities of the group's different
7
ways. However, as a general rule, the leader will have more
power

The five bases of power of the manager: reward power,

corrective power, legitimate power, referent power, and power
expert. The greater the number of these sources of
the more power available to the manager, the greater it will be
its potential to be an effective leader. However, in life
of organizations, it is often observed that the
managers of equal level - with the same amount of legitimate power
they have very different abilities to apply power
recompense, coercion, reference, and expert.

Thus, the third aspect of leadership is the ability to

use the different forms of power to influence behavior
from the followers, in different ways. In fact, some
leaders have influenced soldiers to kill and
some leaders have influenced employees to
they made personal sacrifices for the benefit of the company.
The power to influence takes us to the fourth aspect of leadership.

The fourth aspect is a combination of the first three.

but acknowledges that leadership is a matter of values. James
McGregor Bruns argues that the leader who overlooks the
moral components of leadership will go down in history as
a scoundrel or something worse. Moral leadership refers to the
values and requires that sufficient be offered to the followers
information about the alternatives so that, when it arrives,
time to respond to a leader's leadership proposal,
they can choose wisely. As Michael states
Josephson, a well-known scholar of ethics: “Ethics is not
learn from moralistic people, who preach to us or try to
to preach about ethical issues; ethics is learned from the
8
people we admire and respect, who exercise their power
About us. They are the ones who truly teach ethics.
It is important to reinforce ideals, if they are sincere. It is very

important that leaders and role models, whether it be

sports or political stars, make statements
positive ethics, as long as they are not hypocritical.

It is worth noting that although leadership holds a great

relationship with administrative activities, and the first is
very important for the second ones, the concept of leadership
it is not the same as that of management. Warren Bennis, when writing

about leadership, to exaggerate the difference, has said

that most organizations are over
managed and sub-led. A person may be a
effective manager – good planner and fair administrator
organized-, but lacking the leader's skills to
motivate. Other people may be effective leaders–with
ability to unleash enthusiasm and devotion - but
lacking the administrative skills to channel the
energy that they unleash in others. In the face of the challenges of

dynamic commitment of the current world of organizations,

many of them are appreciating managers more than
they also have leadership skills.

Chiavenato, Idalberto, highlights the following:

Leadership is the interpersonal influence exerted in a

situation, guided through the communication process
human to the achievement of one or several objectives
specific.

It is worth noting that although leadership holds a great

relationship with the administrative activities and the first is

9
 very important for the second, the concept of leadership does not
it is the same as that of management. Warren Bennis, when writing about
leadership, in order to exaggerate the difference, has said that the
most organizations are over-managed
and sub-led. A person may be an effective manager
(good planner and administrator) fair and organized-, but
lacking the skills of a leader to motivate. Others
people may be effective leaders with the ability to unleash
the enthusiasm and the feedback, but lacking the skills
administrative measures to channel the energy they unleash in others.
In the face of the challenges of the dynamic commitment of today's world

of the organizations, many of them are appreciating more

to the managers who also have leadership skills.

1.1.2 CHARACTERISTICS

The characteristics of the leader are based on the assumption that

It is possible to find a definable number of qualities.
individuals who determine the ability to exercise the
leadership (Cartwright and Zander 1971; Gibson et al. 1990).
These qualities can be personality traits,
intellectual abilities, aptitudes and attitudes, depending
of the specific interest of each study (Dessler 1979).

Among other researchers who focused on the task of

find a regular pattern of characteristics in leaders,
they are: Ghiselli, who found that: intelligence, ability
of supervision, initiative, self-confidence, and level
self-perceived socioeconomic status was a common attribute of the
evaluated leaders (Ghiselli 1963 cited by Dessler 1979) and
Stogdill whose review of the research in the area, since

10
1904 to 1970, yielded quite conclusive results in
as for a long list of attributes associated with leadership
such as judgment, decision-making, originality,
adaptability stability emotional responsibility
sociability, vigor, among others. (Stogdill 1948 1974 c.p.)
Bass 1983.)

We understand the leader by the following characteristics.

a) The leader must have the character of a member, that is, they must
belong to the group that leads, sharing with the
other members the cultural patterns and meanings that there
they exist.

The first significance of the leader does not arise from their traits.
unique individuals, universal (tall stature, short, appearance,
voice, etc.)

c) But each group considers a leader to be the one who stands out in
something that interests him, or more brilliant, or better organizer, he
who is more tactful, the one who is more aggressive, more saintly or

more kind.

d) Each group develops its ideal prototype and therefore does not
There can be a unique ideal for all groups. d) In
fourth place. The leader must organize, monitor, direct or
simply motivate the group to certain actions or
inactions according to the need that one has. These four
qualities of the leader are also called charisma.

e) Lastly, another demand that is placed on the leader is that of

to have the opportunity to take that role in the group, if not
presents this possibility, it will never be able to demonstrate its

leadership ability.

11
1.1.3 THEORIES ABOUT LEADERSHIP

These and other definitions can be framed in the

different theoretical positions that have been proposed to address
to explain the phenomenon of leadership. In some definitions
the internal variables of the individual are emphasized more than
exercise leadership; this is the: point of view of the theory of
the characteristics of the leader. In others, what is relevant are the
behaviors that lead the leader to perform their functions: the
behavioral approach or leadership styles theory. In a
third group, those definitions can be framed in
the skills that the individual requires stand out
to perform successfully in each situation: the
situational approach.

1.1.4 LEADERSHIP STYLES

A second approach is that of behavioral theories, which

they propose the so-called leadership styles. While the
the trait theory seeks to explain leadership based on
the foundation of what a leader 'is', that of leadership styles it
explain according to what the leader 'does'.

In this way, these theories insist on analyzing the

behaviors of the leader in the performance of their functions.
Two basic orientations have been identified: 1.- towards the
task and 2.- towards the people, who define the styles of
leadership.

When the responsibility of has already been assigned to him/her

leadership and the corresponding authority, is the leader's task

achieve goals by working with and through your followers.

12
Leaders have shown many different approaches
regarding how they fulfill their responsibilities in
relationship with their followers. The most common approach for

analyzing the leader's behavior is to classify the various

existing types of leadership. The styles vary depending on the
duties that the leader must perform alone, the
responsibilities that you wish your superiors to accept and your
philosophical commitment towards realization and fulfillment of
the expectations of their subordinates. Many have been used
terms to define leadership styles, but perhaps the
the most important has been the description of the three styles
basics: the autocratic leader, the participative leader and the leader of
free rein.

A- THE AUTOCRATIC LEADER: An autocratic leader assumes all the

responsibility of decision-making, initiates actions,

directs, motivates, and controls the

subordinate. The decision and the gluttony

they are centralized in the leader. It can

consider that only he is

competent and capable of making
important decisions, can
to feel that their subordinates are
unable to guide themselves
or it may have other reasons to assume a solid position
of strength and control. The response required from the subordinates is

The obedience and adherence to their decisions. The autocrat

observe the performance levels of his subordinates with the
hope of avoiding deviations that may arise with
regarding your guidelines.

13
B- THE PARTICIPATIVE LEADER: When a leader adopts the
participatory style, uses
the consultation, to practice
leadership. It does not delegate its

right a to take
decisions finals
point out guidelines
specific a sus
subordinates but consult their ideas and opinions on many
decisions that concern them. If you want to be a leader
effective participatory, listens to and seriously analyzes ideas from
his subordinates and accepts their contributions as long as it is
possible and practical. The participative leader cultivates decision-making

decisions of their subordinates so that their ideas are each

increasingly useful and mature. It also encourages its subordinates to

increase their self-control capacity and urge them to take on

more responsibility to guide their own efforts. It is a
a leader who supports his subordinates and does not take a stance of

dictator. However, the final authority in matters of

importance remains in your hands.

C- THE LEADER WHO ADOPTS THE RAINING SYSTEM

Liberal leader or release: Through this style of
leadership, the leader delegates authority to their subordinates to
make decisions You can tell your followers "here is a
work to do. I don’t care how you do it as long as
that it is done well.” This leader expects that the subordinates
man the responsibility for his own motivation, guidance and
control. Except for the stipulation of a minimum number of
rules, this style of leadership provides very little
contact and support for followers. Clearly, the

14
the subordinate must be highly qualified and capable so that
this approach has a satisfactory final outcome.

Of course, there are various degrees of leadership among these.

styles; only three of the most analyzed positions were
defined.

In a time, some authors and administrators separated

one of these leadership styles and promoted it as the
panacea for all supervision needs. The
the majority emphasized participatory management, although the
the autocratic style had several supporters who promoted it as
the only effective technique. Occasionally there are promoters
of the free rein style that claims it is a style
uniquely beneficial. The latest trends
they emphasize the need for adaptation and flexibility in use
of leadership styles, in opposition to
improvement of just one of those styles." It is believed that
In today's dynamic society, managers are rare.
whose thoughts and preferences are completely
equal and the workers who have identical capabilities and
needs. And almost never are there two organizations that
have identical goals and objectives. Because of this, in
It is generally recommended that the administrator take into account

a series of factors to determine which leadership style

it is appropriate for every situation.

In a few words, a leadership style will be more effective if

certain situational factors prevail, as long as
Another style may be more useful if the factors change.

15
1.1.5 IMPORTANCE OF LEADERSHIP

It is important because it is the ability of a leader to guide and

to direct.

An organization can have proper planning,

control and organizational procedure and not surviving to the
lack of an appropriate leader.

It is vital for the survival of any business or

organization.

On the contrary, many organizations with planning

poor and bad techniques of organization and control have
survived due to the presence of dynamic leadership.

1.1.6 LEADERSHIP TREND

As conditions and people change,

leadership styles are changing. Currently, people are looking for
new types of leaders that help you achieve your goals.
Historically, there have been five ages of leadership (and
we are currently in a transition period towards the
sixth). They are:

1.- Age of conquest leadership.

During this period, the main threat was conquest.

The people were looking for the omnipotent chief; the ruler.

despotic and dominant that promised the people security to

change of his loyalty and his taxes.

16
2.- Age of commercial leadership.

At the beginning of the industrial age, safety was no longer the

main function of leadership people started to seek
those who could advise him on how to raise his level of
life.

3.- Age of organizational leadership.

Living standards were raised and they were easier to

reach. People started to look for a place to where
"to belong". The measure of leadership became the
ability to organize oneself.

4.- Age of leadership and innovation.

As the rate of innovation increases, with

frequently the products and methods became obsolete before
to leave the planning meeting. The leaders of the moment
they were those who were extremely innovative and
they could handle the problems of the increasing speed of the
obsolescence.

5.- Age of information leadership.

The last three ages have developed

extremely fast (it started in the 1920s). It has
it is evident that no company can survive without
leaders who understand or know how to handle the
information. The modern leader of information is the one
the person who processes it best, the one who interprets it the most

intelligently and uses it in the most modern way

creative.

17
 6.-Leadership in the 'New Age' and new world.

The characteristics of leadership that we will describe have

remained almost constant throughout the last century.
But with utmost honesty, we cannot predict what
special skills our leaders will need in the
future. We can only make plausible conjectures. The leaders
they need to know how to use the new technologies, they go
you need to know how to think in order to analyze and synthesize
effectively the information they are receiving, despite the
new technology, your dedication must remain focused on the
individual. They will know that leaders lead people, not things,
numbers or projects. They will need to be able to supply
the one that people want in order to motivate those who are
leading. They will have to develop their ability to listen
to describe what people desire. And they will have to develop
its ability to project, both in the short and long term,
to maintain a margin of competition.

1.1.7 CURRENT SITUATION OF LEADERSHIP

Finally, there are the theories. This approach aims to define the
effective leadership is more than the phenomenon of leadership.

This theory has a more pragmatic cut, as it seeks to

to elucidate the leadership style, the capabilities and
necessary characteristics to successfully face a
determined situation.

In this position, such propositions can be found.

like dependency theory, which proposes three factors
situational factors that determine the effectiveness of leadership: relationship

leader-member, task structure and position power.

The Vroom and Yetton leadership model (1973), which suggests
18
 that the measure of leadership effectiveness will be given by the
more active participation of subordinates. And, among others, the
Hersey and Blanchard's proposal that distinguishes four styles
of leadership: the one who speaks, the one who sells, the one who participates and the

that it delegates, each of them being appropriate in

certain situations.

It can be noticed that despite the many studies and

abundant leadership theories, there is no single approach
universally accepted. "There are multiple interpretations
of leadership, each with its own styles of
understanding, but each one is still an explanation
incomplete

2 APPROACHES TO LEADERSHIP

To be more precise, I will make a critical analysis of the reading work.

Dale Carnegie where he discusses how to focus on people and know
treat them to show an attitude of example and change

The key and ideal goal is how the author wins friends and influences.
About People, by Dale Carnegie

Which the author reveals attitudes of different people that

they became famous not only in the positive sense of the term famous
focus on both.

His goal was to discover why these people were so successful.

He arrived at the conclusion that the key was in being able to relate.
adequate with people; for this it is essential to be
pleasant, to win their affection. In turn, the only way to achieve such
meta is to be interested in others: what they desire, what problems they have and

what they think about different aspects of life.

19
 Carnegie summarizes this basic argument in the following phrase: 'you can'
make more friends in two months by being interested in other people
what you can do in two years trying to make others
they are interested in you.

After insisting that this interest must in turn be sincere and

spontaneous, develops the book in four parts

(we are talking about the revised edition in 1981, as the original had six),
that develops with interesting anecdotes and true stories in the
that the protagonists have been uniquely successful people
(including a very interesting one by Abraham Lincoln).

The three pillars of How to Win Friends and Influence People

people, by Dale Carnegie

In this regard, the author highlights three essential recommendations for winning.
the attention of others, which we can summarize like this:

Avoid criticizing others and, if it is necessary to get their attention,

do it in the most constructive and gentle way possible.

Give honest and sincere value judgments, but avoiding being

destructive or hurtful.

Awaken in others the desire to know.

Practical advice on How to Win Friends and Influence People,

Dale Carnegie

It is feasible from my point of view, it has been tested by me, but currently the
the audience is more demanding

Along with these true positive attitudes, some are difficult to implement.
(like how to avoid criticism), offers us some simpler but effective tips:

Genuinely be interested in others

20
 Always smile

Remember the names of the people

Listen first before speaking and motivate others to do so.

express without holding back.

When speaking, always keep in mind the interests and motivations of the
listeners more than their own.

Try to make the other person feel important, without becoming a...
flatterer.

Strategies to convince others of our arguments,

outlined in How to Win Friends and Influence People, by Dale
Carnegie

If in addition to making friends we expect to influence them, Carnegie

insists that we develop certain behaviors, summarized in
the following maxims:

Avoid arguments. If you are wrong, admit it.

Show respect for the other person's arguments, try to see the
things from this perspective and let her express her ideas.

Start the conversation in a friendly way, preferably with a

a question to which the interlocutor will respond affirmatively.

Dramatize your ideas, make them more moving, and appeal to motives.
nobles.

I posed a challenge as the final conclusion to their arguments.

How to be a leader, one of the objectives of How to Win Friends and Influence People

About People, by Dale Carnegie

21
 As the author points out, "the work of a leader consists, among other things,
in changing the attitude and behavior of their people.” To do this, it offers us

likewise a series of advice, which is developed in detail:

If you need to reprimand someone, first use praise and appreciation.

sincere.

Do not be direct in your criticism, refer to the person indirectly.

Mention your own mistakes before pointing out those of your supervisee.

Instead of giving direct orders, phrase them through questions.

Allow your supervisee to explain the reasons for their behavior or

decision.

Praise every achievement, no matter how small.

Do not destroy the reputation of your supervisee

Motive, make it clear that the mistake made is easily fixable.

Try to make your supervisee feel satisfied with the instructions.

that he/she provides.

A personal reflection on How to Win Friends and Influence People

people, by Dale Carnegie

22
 In an increasingly authoritarian and individualistic modern world, in which the
achievement of goals and obtaining benefits at any cost are the
guide for many executives and professionals, and in which little matters the
People, many of Carnegie's advice may seem outdated.
However, putting them into practice -with sincerity and moderation- surely
they would improve personal relationships and, consequently, help to the
progress of the institutions.

2.1 TRAIT APPROACH

The first systematic effort made by psychologists and others

researchers to understand leadership was an attempt to define the
personal characteristics

2.1.1 THE LEADERS AND THOSE WHO ARE NOT

Most studies on the attributes of leaders

fit into this category. However, to a large extent they have not
could not discover any attribute that clearly distinguishes,
consistent, to the leaders of the followers. Undoubtedly, it has been seen
that leaders, as a group, are more
ready, more extroverted and more
more self-confident than those who are not
they are leaders. Likewise, they tend to be more

high. However, although millions

of people have these attributes, the
most of them will never arrive at
leadership positions. In addition,
many undeniable leaders have not had these attributes - For
for example, Abraham Lincoln was taciturn and introverted and Napoleon was

23
very short. In addition, it is possible that people acquire more
confidence and self-security when they hold the position of
leadership, so some of the identified traits may be
result of the experience in leadership and not the cause of the
ability to lead. Although perhaps someday the measurement of the
personality can be so precise that it manages to isolate the traits of
leader, so far the evidence suggests that people who
They stand out as leaders, not counting on a single constellation of
traits, clearly, of those who are not.

The issue becomes complicated with the question of cultural damages. By

For a long time, height has been associated with leaders.
Americans. Does this mean that height is an attribute of the
leaders or soil reflects the propensity of American culture to
search for leaders among the ranks of Caucasian men? The
hypotheses about the traits of leaders could well change
as the number of women, minorities, homosexuals, and increases
people with disabilities who reach leadership positions.

2.1.2 EFFECTIVE AND INEFFECTIVE LEADERS

Attempts to compare the characteristics of effective leaders

with the ineffective ones - the second category of study attributes
of the leader - They are fewer and more recent, although, in general, not either.

they have been able to isolate the traits clearly linked to the leaders with

success. A study revealed that intelligence, initiative, and confidence

in themselves were linked to levels of and performance
high administrative officials. However, the same study revealed that the
most important independent factor regarding the level and the
administrative performance was the manager's ability to
supervise; that is, their ability to use supervision methods
suitable for a specific situation. The majority of the
studies in this field have also shown that the effectiveness of the leader
24
 it does not depend on a particular set of traits, but rather on the
to the extent that the leader's traits match the requirements for the
situation.

Some researchers have found that, although it is less

likely that women will stand out as leaders more than men,
When they do it, they are just as effective as they are. Even when each
there are more people who believe in equality of abilities and
opportunities, sexual stereotypes, frequently
inconsistent, they perceive and continue to prevent the recognition of the
women as potential leaders. However, the women who reach
being leaders, not only matches the performance of men
leaders, according to objective measurements, but by rule
general, are perceived by employees with the same degree of
effectiveness than men

2.2 BEHAVIORIST APPROACH

When it was evident that effective leaders apparently do not count.

with a particular set of distinguishing features, the researchers tried
to isolate the characteristics of effective leaders. That is,
instead of trying to find out who the effective leaders are, the
Researchers tried to determine what effective leaders do:
how they delegate tasks, how they carry out their work, etc. The behaviors, to
differences in traits can be learned, therefore the
people who learned the behaviors of leadership could
better management. These researchers have focused on two aspects
of the conduct of leaders: the functions and styles of leader.

2.2.1 FUNCTIONS OF THE LEADER

The researchers who exploited the functions of the leader

they reached the conclusion that groups, in order to operate
properly, they need someone to perform two
25
 basic functions: the functions related to tasks, or of the
problem solving, and the functions to maintain the group
they include activities such as mediating disputes and ensuring
that people feel appreciated by the group.

The person who can perform well in both roles would be

an especially effective leader. However, in practice, the
a leader may only have the ability, the temperament, or the
time to perform a role. This does not mean that the group
he is sentenced to death. Some studies they have thrown
that the most effective groups have some form of leadership
shared: a person (as a general rule, the administrator or
the formal leader) is in charge of the task functions, and another
member is responsible for the social function.

2.3 GOAL SETTING APPROACH IN LEADERSHIP

The path-goal model in leadership, like other approaches to

contingencies, try to help us understand and forecast the effectiveness
of leadership in different situations.

The goal-route approach is based on the expectations model of

the motivation, which states that a person's motivation will depend on
the expectations I have regarding the reward and its valence or the
attractive of the reward. Although managers have a series of
ways to influence employees, Evans says that the most important
it is its ability to offer rewards and to specify what
employees must earn them. Therefore, managers
they determine the availability of the 'etas' (rewards) and the 'routes'
through which they will be earned.

Evans suggests that the manager's leadership style influences the

rewards that employees can receive, as well as in the way

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 in which employees perceive the path that leads to those
rewards. For example, a manager focused on the employees,
it will not only offer salaries and promotions, but also support, encouragement,

security and respect. This type of manager will also be sensitive to the
existing differences among its employees and will adapt the rewards
to the person. On the other hand, the task-oriented manager will offer
a series of narrower, less personalized rewards, but,
generally, it will be much better than the agreed manager in the
employees to link employee performance with the
rewards. Employees of a task-oriented manager
they will know, with precision, what level of productivity or performance they must

reach to obtain bonuses, salary increases or promotions. Evans

think about the style of rewards that they desire the most.

House and his companions have tried to expand the route theory-
meta identifying two variables that serve to determine the style of
more effective leadership: The personal characteristics of employees
and the environmental pressures and demands in the workplace that
they must support the employees.

3 FUTURE OF LEADERSHIP THEORY

Research on leader behavior encompasses many areas.

directions. In this section, charismatic leadership will be analyzed and

transformer, as well as a recent resurrection of the behaviorist approach.

Then, two challenges that our ideas face will be analyzed.

traditional views on leadership. A challenge casts a skeptical eye on the

the personality of the leader, while the other raises questions about the

the way followers see their leaders.

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POOR DAD RICH DAD by Robert Kiyosaki in summary

of the main concepts

TO GIVE AN EXPLANATION briefly to be able to review what Robert Kiyosaki,

together with Sharon Lechter, they teach us in the book Rich Dad Poor Dad:

It is not a textual summary, it tries to provide an extra by clarifying concepts. It is not

my intention is not to plagiarize the work, on the contrary, I always encourage that

Acquire the book Rich Dad Poor Dad, and all the writings by Robert

Kiyosaki, in its original version.

Summary and explanatory overview of the concepts from the book Rich Dad Poor Dad:

Rat race: A situation in which expenses tend to increase.

same rhythm as the increase in his salary. E.g.: A man gets a

employment, start EARNING MONEY and increase the expenses you make. It

house and together with his wife they have two incomes. They start to buy more

things: a house, a car, vacations and then they have children. The

the needs for money are growing larger, they work more and become

they end up getting more into an endless cycle that Robert Kiyosaki calls the rat race

of the rat. It refers to the image of rodents (rats, hamsters) when

they are inside the little wheel where they run endlessly, without a goal, always

They are in the same place without thinking, they just run.

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Financial freedom:

It means that you can live off passive income. Said in an even more

simple, you can live off the money that comes in even if you do nothing, without

need to present yourself daily to a job. E.g.: payment of

rents, collection of royalties for copyright of a work, can be from a

book, of a song, etc.

Financial aptitude:

It is the attitude you take when you have earned money in your hands. This

The concept does not refer to how to generate money, but rather to what you do with it.

money that you have to generate even more money. For example: instead of saving the money

and instead of leaving it stagnant, you invest it in stocks to generate extra income and

You can in turn reinvest the profits.

Financial education:

It is the foundation of success, it is what Robert Kiyosaki wants to promote. Education.

finance is even more important than money, because it is what will give you the

money. The lack of financial education is the root of money problems.

In general, people become indebted not due to a lack of income, but because of the

not having financial education, they waste it or invest it poorly.

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3.1 THE CHARISMATIC AND TRANSFORMATIONAL LEADER

A field that has sparked great interest is the study of people.

that have an exceptional impact on their organizations. These
people are called charismatic people or
transformers. The interest in these transformational leaders has,
at least two origins. Firstly, many companies
large; among them giants like AT&T, IBM, and GM, have embarked
programs for the 'transformation' of the organization, with enormous
changes that must be made in very short terms. It has been said that
these transformations require transformative leaders. Second,
There are many who think that leadership theory has lost sight.
to the leader, for focusing on the attributes, behaviors, and situations.
The visibility of a business leader like Lee Iacocca or a figure
military like General Norman Schwartzkopf reminds us that some
leaders, apparently, have personal characteristics that distinguish them,
but the existing theories do not take into account.

3.2 BASS'S TRANSFORMATIONAL LEADERSHIP THEORY

There are two types of leader behaviors:

The transactional and the transformative.

Transactional leaders determine what must be done by

employees to achieve the objectives of the organization and their own

own, classify those requirements and help employees think

that they can achieve their goals if they make the necessary effort.

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 On the other hand, transformational leaders "motivate us to

let's do more than we originally expected to do

increase our appreciation of the importance and value of our

tasks, "make us go beyond our personal interests to

well of the team, the organization or a more general policy" and why

elevate our level of needs to those of higher orders, for

example of the realization.

Much of the leadership theory that has been analyzed as well

fits into Bass's transactional theory and argues that,

so far, this theory is useful and practical. However, the leaders,

to be entirely effective and produce significant consequences in

their organizations must use their personal vision and energy to

inspire their followers.

3.3 HOUSE'S CHARISMATIC LEADERSHIP THEORY

Suggests that charismatic leaders have a lot of power of

reference and what part of such power derives from its necessity to
influence others. The charismatic leader has "a very large amount
important self-confidence and mastery, as well as a solid foundation
conviction in the moral rectitude of beliefs" or at least the
ability to convince his followers that he possesses such
trust and conviction. House suggests that charismatic leaders
communicate a vision or goal of a higher order (transcendent) that
gain the commitment and energy of the followers. They put a lot
care in creating an image of success and competence and being an example,
with their behavior, from the values they have adopted. Likewise,

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 they communicate many expectations to their followers, besides the
confidence that followers will meet those expectations.

One aspect of House's theory, which will most likely deserve

deliberate attention, it is the type of vision that leaders pursue
transformers and their followers. Although the names and the facts of
Winston Churchill, Mahatma Gandhi, and Martin Luther King are
moving, House and others are well aware that the
the ability to inspire great commitment, sacrifice, and energy is not
guarantee that the cause or vision is meritorious. Adolfo Hitler
he was also famous for his charisma and for the tragedies that his leadership
causes his followers and others. Transformational leaders
they can have great potential to revitalize decaying institutions and
to help people find meaning and emotion in their lives
work-related, but they can pose a serious danger if their goals and
values contradict the basic postulates of society
civilized.

3.4 CHALLENGES OF LEADERSHIP THEORY

This position asserts that a large part of human behavior acquires

shape in relation to the efforts of the unconscious to satisfy the
unmet needs and impulses. In other words, perhaps not
let's know why we do what we do. In fact, much of the
human behavior has its origin in the earliest experiences of the
childhood, which are hard to remember.

Let's take the concept of House of the charismatic leader who brings together the

people to fulfill a heroic vision. Kets de Vries suggests that, in

In reality, the adult leader may be acting out of necessity
control the environment that corresponds to a three-year-old child. The fact
that this misplaced drama produces social consequences

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positive may be of secondary importance for the leader who,
Unconsciously, you are trying to release a personal frustration.

Kets de Vries states that appearances can be deceiving and that

we must return to a more essential theory of human nature
to understand the complex dynamics of leadership.

3.4.1 PSYCHOANALYTIC APPROACH TO LEADERSHIP

Kets de Vries argues that in order to understand why some

people become leaders, it is necessary to adopt a position
psychoanalytic. Started by Sigmund Freud, it states that much
part of human behavior takes shape in relation to the
efforts of the unconscious to satisfy needs and
unfulfilled impulses.

In fact, much of human behavior has its origins

in the early experiences of childhood, which are difficult
to remember.

3.4.2 ROMANTICISM OF LEADERSHIP

According to this position, followers have created visions

romanticized or idealized notions of what leaders do, of what
they can achieve and how they can affect people's lives
the followers. These romantic visions are presented
because most of us have difficulty understanding how
complex and large systems of our
society, so we turn to the leaders to take action
simpler our existence. Therefore, the romantic vision
leadership and leaders speaks as much about the followers as
of the leaders. Perhaps people need a romantic vision of
the leaders to be able to focus on the needs of the
organization and satisfy them. If so, the leader will be able to motivate
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and influence only to the extent that followers have trust
in that leader. When trust is lost, effectiveness
The leader's influence will diminish, no matter what.
leadership suggests that leadership, in reality, is not
necessary; the concept of teams and 'self' groups
"managed" have accepted this challenge.

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 CONCLUSIONS

Through the analysis of the topic, we have been able to conclude that leadership is

universal, has existed since the beginning of humanity and currently it

has become the key point of every organization, institution,
system, communities and nations.

Leadership is important for all human beings because

we must be oriented and guided in the pursuit of objectives to
achieve proposed goals in the vision.

The definition of leadership is broad and applicable to almost all

situations of human interaction

We take leadership as a social function, rather than as a

personality trait.

Every human being is a potential leader, and to the extent that they develop
his/her skills will be able to perform that function adequately.

In our opinion, we must point out that there are still many left.
points to clarify about charismatic leadership since studies
they have not reached their fullness.

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 RECOMMENDATIONS

Improve the context in which our leaders develop.

focus on improvement and correction of mistakes.

Expand the study of leadership to achieve a positive influence within

the society.

Develop the skills that promote the increase of leaders with

positive visions for communities.

Spread in educational institutions the need to create good

leaders oriented in reality, for the benefit of their followers.

To raise awareness of the importance of leadership in efficiency and the

multiple aspects that involve human life.

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 BIBLIOGRAPHY

Koontz M. and O'Donell C. Elements of Administration Stoner James A.

Administration. Sixth Edition Chiavenato, Idalberto. Introduction to Theory
General Administration. Seventh Edition Ed. McGraw Hill. Mexico.
How to Win Friends and Influence People (Dale Carnegie)
Rich Dad Poor Dad
Wikipedia, Ivoox, Screem share

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