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8 pages in length. Inasmuch as organizational leaders are often construed as symbols for representing personal causation of social events, it can readily be argued that the perception of HR leadership has shifted significantly from what is used to be. The shape of contemporary business leadership has taken on a vastly divergent appeal, in that while there still exists the inherent requirement of maintaining the group and orchestrating a task or activity, the entire dimension has been modified as a means by which to address the issues of power. Bibliography lists 7 sources.
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File: LM1_TLCHRdev.rtf
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the perception of HR leadership has shifted significantly from what is used to be. The shape of contemporary business leadership has taken on a vastly divergent appeal, in that
while there still exists the inherent requirement of maintaining the group and orchestrating a task or activity, the entire dimension has been modified as a means by which to address
the issues of power. "In leadership, influence rights are voluntarily conferred. Power does not require goal compatibility--merely dependence--but leadership implies some congruence between the objectives of the leader
and the led. These distinctions depend on the ability to distinguish voluntary from involuntary compliance and to assess goal compatibility" (Pfeffer, 1978, p. PG). II. LEADERSHIP AND DIVERSITY
It can readily be argued that the workplace is not the same as it was just ten years ago, and it will not
be the same ten years from now. In the ongoing quest to make the workplace a more effective environment, it has also become an ever-changing one in relation to
its modifying climate. The presumption has long been put forth that "leadership is causally related to organizational performance" (Pfeffer, 1978, p. PG). With this in mind, one would
automatically surmise that without effective leadership, organizational performance would cease to exist; however, it is more the ability of the individual, rather than that of the leadership role, that determines
how effective leadership is in relation to organizational performance. "...The argument has been made that more effective leaders can be selected or trained or, alternatively, the situation can be
configured to provide for enhanced leader and organizational effectiveness" (Pfeffer, 1978, p. PG). Pfeffer (1978) notes that there are three concerns with regard
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