(Leader Influence as Opposed to Managerial)

Studies aimed at testing well-known theories and concepts of leadership and giving them some measure of rigor and precision as well as comparative ones showing the manifestations of leadership under different conditions and circumstances are widely represented in the literature. But it is much harder to chance upon fresh insights and broad generalizations. Meanwhile, new ideas and fruitful approaches are required to integrate separate conceptual patterns and empirical data within a single and whole framework. Just an attempt at systematizing the available material and making the outlines of a comprehensive theory is undertaken in this work.
The main components of leadership are scrutinized: visions as vague but attractive pictures of future; belief and suggestion which constitute the mechanism of inspiring and fascinating people; and the key factors of “exemplification” and embodiment of the “right” behavior adopted by followers as predominantly (psychically, spiritually, and morally) dependent persons. The leader’s “toolkit” is exposed in comparison with the managerial one; their common ground and opposite orientation are emphasized. The author’s theory allows managers, executives, politicians, public figures, and statesmen to better understand and master the basic instruments of influencing people as well as provides teachers with a more realistic model of effective leadership.