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Relational Leadership

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Submitted By jabin
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Running Head: In Support of Relational Leadership

In Support of Relational Leadership
By
Gail S. Pasley

Submitted in partial fulfillment of
The requirements for the degree of
Masters of Arts
Human Resources Development

Under the direction and Guidance of
Dr. Barbara Seifert, Ph.D.
Human Resources Professor

Webster University
Orlando Metropolitan Campus

April 12, 2011
In Support of Relational Leadership
What does Winston Churchill, Martin Luther King, Jr., Margaret Thatcher or John F. Kennedy have in common? The answer appears to be obvious—they are great leaders who possess great intellect, persuasive ability, charisma, etc. And, most of us would even dare to say that Adolph Hitler and Osama Bin Laden were also great leaders—after all, look at the empires they built, and the great following they commanded. Jim Jones, leader of the People’s Temple was hailed by many as a great spiritual leader until he led a “revolutionary suicide”, that became known as the Jonestown Massacre in 1978, which left nine hundred and eighteen people dead (Rosenberg, para. 1). What separate these two groups of leaders from the other? What truly makes a great leader? Or is the idea of the great leader, in the words of Levi and Ritti (2002), “one of America’s most cherished myths.” Even with this assertion Levi and Ritti do not totally deny the influence of leadership in the success of an organization, but cautions that it is challenging to measure its efficacy because many events determine the success of an organization (Levi and Ritti, 2002). Yet, in reality, we have all experienced leadership on some level, even before we could understand the concept or speak the language.
Still, an attempt to define “leadership” becomes an in-exhaustive catalog of characteristics, traits, attributes, skills and knowledge. One of the coherent challenges with

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