In twenty pages organizational leadership concepts are discussed in an informal manner with a literature review and analysis provided. Fourteen sources are listed in the bibliography.
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used as meaning the same, however, they are not. Many managers may mange resources, but not lead people, just as many leaders are not automatically managers. In any organisation it
is accepted that there are both vertical and horizontal lines of communication as well as both informal and formal methods of communication. Where there is communication there will also be
influence, which in turn may leader to leadership. If we look at the way that leadership is seen and has developed and the current attitude we may argue that these
ideas may be equally applied to both formal leadership as seen in positions such as a CEO as well as leadership at other levels of the organisation and informal influences
and external leadership. The importance of human capital has increased the importance we attach to leadership. The idea of labour as a commodity is not new, however, in
leadership we may argue that there an increased understanding of the way in which the resource may be utilised and increased value added to the use of the labour.
However, this also accepts that there are many influences on the workplace, and as such we may see that informal leaders, such as social leaders, centres of influence and even
external leaders such as union officials or other external individuals may also have a leading impact on a company and its staff. The first stage here is to look
at what we mean by a leader. Here we will define a leader as one who leads or inspires other into action. This means that they may have a position
of authority, or they may not. Leadership may help with the way an organisation operates. Where this is constructive and the employees