Air Force Doctrine Document (AFDD) 1-1 defines leadership as the art and science of influencing and directing people to accomplish the mission. This tried-and-true definition is one we’ve all heard before, and chances are we’ll hear it again. However, looking at other definitions, it is apparent most people define leadership in similar terms. DuBrin (2012) defines leadership as the ability to inspire confidence and support among the people who are needed to achieve organizational goals. Other experts say, “Leadership is the activity of influencing people to strive willingly for group objectives” or “interpersonal influence exercised in a situation and directed, through the communication process, toward the attainment of a specialized goal or goals (Hersey, Blanchard, & Johnson, D., 2013) Summary of Article
In the article, What Leadership is NOT, Erick Lauber used several leadership myths, found throughout pop culture, to describe (as the title suggests) how a leader does not act. Using a fictional character, Bradley, as the example of someone who is doing it all wrong in terms of being a true leader, Lauber details three leadership myths. Even though Bradley is used as the guide through the three myths, Lauber is adamant that these myths are common and fixable. The first myth, the Myth of Omnipotence, is “thinking you can tell anyone on the team to do practically anything-and they’ll just hop to it, with a grin and a nod and a comment that means ‘You got it, boss. I’d walk through fire for you” (Lauber, 2013, p. 29). Even though this type of commitment is portrayed in movies- automatic and complete enthusiastic commitment – it is a true rarity. More times than not, a supervisor usually gets quiet acceptance and begrudging commitment when they are handing out assignments to their team. In order to build commitment, a leader must build cooperation and participation...
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