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Chapter 3: Concepts of Leadership: Difference between revisions
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→Leadership Concept #1: Leadership as a Role
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=== Leadership Concept #1: Leadership as a Role === | === Leadership Concept #1: Leadership as a Role === | ||
[[File:Leadership1b.jpg|left | [[File:Leadership1b.jpg|left|frameless|Caption Text|250x250px]] | ||
In American culture, our first thought when we think about effective leaders are often associated with individuals at the tops of organizational hierarchies. Visualized as strong-willed and rugged, these people push themselves upward to command followers. Some highly collaborative leaders in history, such as Martin Luther King, Jr., may even be rewritten as powerful individuals without acknowledging the power that very leader vested in the people around them. | In American culture, our first thought when we think about effective leaders are often associated with individuals at the tops of organizational hierarchies. Visualized as strong-willed and rugged, these people push themselves upward to command followers. Some highly collaborative leaders in history, such as Martin Luther King, Jr., may even be rewritten as powerful individuals without acknowledging the power that very leader vested in the people around them. | ||
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=== Leadership Concept #2: What Do Followers Need? === | === Leadership Concept #2: What Do Followers Need? === | ||
[[File:Leadership2.jpg|left|frameless| | [[File:Leadership2.jpg|left|frameless|250x250px]] | ||
Leaders have followers. In fact, you are a leader only if others follow. In NET, "follower" does not carry meanings of servility. Instead, followers are simply trained NET members and other volunteers with an assigned job or role other than leadership. | Leaders have followers. In fact, you are a leader only if others follow. In NET, "follower" does not carry meanings of servility. Instead, followers are simply trained NET members and other volunteers with an assigned job or role other than leadership. | ||