It is important to note that leadership is not flat, because depending on the context and the area that is developed, different types of leadership can be generated; If we look at leadership from a sociological aspect,[8]​ leadership was a primary factor for social transformation; A good leader who had the ability to observe the environment as a living system and learn from its changes would have a greater ability to understand its needs and adapt to it. He called this type of leadership intelligent power and it occurs when you have the ability to balance soft power with hard power. In a study, it was shown that women's leadership tends toward soft power, but it is said that this is a risky identification since it generates gender stereotypes that can damage effective leadership, which considerably reduces qualified employment opportunities for women.[9]​ “there are multiple factors that act as barriers to female labor development within the organization, the main ones being: the self-perception of women and their family-work role and the existence of organizational stereotypes as reflections of society,” that is, that There is also an organizational culture based on tradition and full of prejudices, which has established management patterns with masculine characteristics, making it impossible for women to participate in management positions. In turn, this causes women to accept these conditions and adopt these thoughts, leaving aside the idea of leadership.[10]​.

Currently it is discussed that women and men have developed different leadership styles, with particular characteristics as mentioned "women are more "democratic" than men when it comes to leading, they are more "autocratic" and do not differ in the frequency with which they adopt the "task" and "relationships" styles in organizations", since women are based on teamwork, collaboration and social relationships, while men mostly impose a competitive, impulsive and conscientious style. a high degree of control.[11]​

The relationship that exists between gender "Gender (biology)") and leadership in the specific context of business organizations and the different theories called "theory of characteristics" mentioned by the author Morgan identify the leader as that person endowed with a certain value above others, "female leadership would be framed in a modern, more integrative, cooperative and democratic style, a "maternal leadership"; because the differences in behavior between female managers and male managers can not only be explained by a different socialization, but must be explained primarily by the differential characteristics of the situations that they regularly face in organizations. In the first instance, it is considered necessary to adopt a communicative, democratic and participatory organizational culture, which encourages creativity and innovation, and is capable of triggering commitment in workers. Today, organizations more than ever tend to hide their authentic values, but we are in a phase of transformation. Sexual role stereotypes for the identification of a certain leadership based on gender already. They do not respond to the needs of today's world.[12]​.

La búsqueda de los rasgos de líderes han sido una constante en todas las culturas durante siglos. Escrituras filosóficas como la República de Platón o las Vidas de Plutarco han explorado una pregunta básica: «¿Qué cualidades distinguen a un líder?».[13]​.

En el pensamiento occidental los tradicionalistas de tipo autocrático dan al papel del liderazgo una similitud con la figura romana del Pater familias.

La teoría de los rasgos se exploró a fondo en una serie de obras del siglo XIX. con los escritos de Thomas Carlyle y Francis Galton, cuyas obras han llevado a décadas de investigación. Carlyle identifica los talentos, habilidades y características físicas de los hombres que llegaron al poder y Galton, examinó las cualidades de liderazgo en las familias de los hombres poderosos, concluyó que los líderes nacen.

A mediados del siglo XX, sin embargo, una serie de exámenes cualitativos de estos estudios llevó a los investigadores a tener una visión radicalmente diferente de las fuerzas impulsoras detrás de liderazgo. En la revisión de la literatura existente, encontraron que mientras que algunos rasgos son comunes a través de una serie de estudios, la evidencia general sugiere que las personas que son líderes en una situación puede no necesariamente ser líderes en otras situaciones. (liderazgo situacional).

Mientras en Occidente el liderazgo se estudia desde perspectivas democráticas y autocráticas, en Oriente se desarrolló según el confucionismo la idea del líder como un ser erudito y benévolo, apoyado por una gran tradición de piedad filial. Como dice Sun Tzu en El arte de la guerra:[14]​.

Leadership Lessons

According to Colin Powell, we very rarely find material that contributes some things to our already established principles and criteria, however, we must each reflect at our level on our professional performance that each person is obliged to perform, we must keep in mind that to be successful we have to know some leadership lessons that will be very useful to us in our work environment.

According to Llorens and Fuentes (2005), “The Quality Motivation Committee of the Spanish Association for Quality (1987) describes a total quality program as a sequence of activities whose purpose is to raise the global quality level of all the operations of a company.”

In the first stage, organization and planning activities are carried out, which will be carried out only once.

The activities of analysis, prevention, improvement and monitoring of total quality must be permanently incorporated into the company's management system, through annual programs, and thus, create awareness and spirit of improvement of the company's quality at the highest levels.

Management activities such as planning, organizing and decision making will only be effective when the leader motivates and directs employees to achieve objectives.

The leader is the person capable of influencing the attitudes, opinions and actions of the other members of a group, without needing to be endowed with formal authority.

The leader is judged and admired for his effectiveness, attractiveness and kindness.

All experts highlight the importance of the leader as necessary support for quality improvement, since through his power, and from the higher levels, he achieves a climate of change.

According to James (1997), Mintzberg and Pfeffer define power as the ability to affect the behavior of others.

We can distinguish two types of power:

In a quality-oriented organization, legitimate power will become evident when there are problems in dysfunctional groups.

According to Llorens and Fuentes (2005), authentic leaders are those who:

Superior quality requires inspired leadership at all levels of the organization, so the quality mandate must be conveyed to middle managers, in addition to creating an organizational climate that encourages them to be leaders as well.

Middle managers will offer their support and commitment if they are included in program planning, analyzing progress, sharing ideas and information.

For Showalter and Mulholland (1992), the leader must:

The provision of supportive leadership requires:.

With this, the organizing leader will direct the organization towards profitability and greater productivity.

González and Guillén (2000) highlight that the full implementation of the principles that make up TQM (total quality management) is not possible without management leadership, that is, it requires a certain dose of managerial leadership for its implementation.

TQM is divided into three groups:

As we move from the first to the third group, there is greater importance to the ethical dimension of leadership.

Anarchism proposes an organization of society "without coercion or leadership."[16]​[17]​ In contrast to Marxism, which assumes leadership within organizations as inevitable, the anarchist theorist Carlos Taibo explains that this is a fallacy, because in that case, "there would be no choice but to accept other characteristic elements of the reality of our societies, such as exploitation, alienation, lack of solidarity."[18]​.

Although anarchist theory rejects all leadership, there have been several examples of leadership in organizations of this type, from the secret societies organized by Bakunin to Néstor Majnó and Buenaventura Durruti directing, respectively, the Black Army and the Durruti Column.[17] For his part, the French Hispanist Jacques Maurice has studied this issue from a historical perspective. According to Maurice, unlike socialist organizations, where a figure stands out above the movement, in anarchist groups those people who were most "media" or those who were the most skilled in a specific field were distinguished.[19] Thus, those who eventually occupied a leadership position within anarchist movements had a different character from that of leadership in other contexts. These would not be people who exercised power or control over the movement, but rather they had a certain intellectual and moral influence.[20]​.

It is important to note that leadership is not flat, because depending on the context and the area that is developed, different types of leadership can be generated; If we look at leadership from a sociological aspect,[8]​ leadership was a primary factor for social transformation; A good leader who had the ability to observe the environment as a living system and learn from its changes would have a greater ability to understand its needs and adapt to it. He called this type of leadership intelligent power and it occurs when you have the ability to balance soft power with hard power. In a study, it was shown that women's leadership tends toward soft power, but it is said that this is a risky identification since it generates gender stereotypes that can damage effective leadership, which considerably reduces qualified employment opportunities for women.[9]​ “there are multiple factors that act as barriers to female labor development within the organization, the main ones being: the self-perception of women and their family-work role and the existence of organizational stereotypes as reflections of society,” that is, that There is also an organizational culture based on tradition and full of prejudices, which has established management patterns with masculine characteristics, making it impossible for women to participate in management positions. In turn, this causes women to accept these conditions and adopt these thoughts, leaving aside the idea of leadership.[10]​.

Currently it is discussed that women and men have developed different leadership styles, with particular characteristics as mentioned "women are more "democratic" than men when it comes to leading, they are more "autocratic" and do not differ in the frequency with which they adopt the "task" and "relationships" styles in organizations", since women are based on teamwork, collaboration and social relationships, while men mostly impose a competitive, impulsive and conscientious style. a high degree of control.[11]​

The relationship that exists between gender "Gender (biology)") and leadership in the specific context of business organizations and the different theories called "theory of characteristics" mentioned by the author Morgan identify the leader as that person endowed with a certain value above others, "female leadership would be framed in a modern, more integrative, cooperative and democratic style, a "maternal leadership"; because the differences in behavior between female managers and male managers can not only be explained by a different socialization, but must be explained primarily by the differential characteristics of the situations that they regularly face in organizations. In the first instance, it is considered necessary to adopt a communicative, democratic and participatory organizational culture, which encourages creativity and innovation, and is capable of triggering commitment in workers. Today, organizations more than ever tend to hide their authentic values, but we are in a phase of transformation. Sexual role stereotypes for the identification of a certain leadership based on gender already. They do not respond to the needs of today's world.[12]​.

La búsqueda de los rasgos de líderes han sido una constante en todas las culturas durante siglos. Escrituras filosóficas como la República de Platón o las Vidas de Plutarco han explorado una pregunta básica: «¿Qué cualidades distinguen a un líder?».[13]​.

En el pensamiento occidental los tradicionalistas de tipo autocrático dan al papel del liderazgo una similitud con la figura romana del Pater familias.

La teoría de los rasgos se exploró a fondo en una serie de obras del siglo XIX. con los escritos de Thomas Carlyle y Francis Galton, cuyas obras han llevado a décadas de investigación. Carlyle identifica los talentos, habilidades y características físicas de los hombres que llegaron al poder y Galton, examinó las cualidades de liderazgo en las familias de los hombres poderosos, concluyó que los líderes nacen.

A mediados del siglo XX, sin embargo, una serie de exámenes cualitativos de estos estudios llevó a los investigadores a tener una visión radicalmente diferente de las fuerzas impulsoras detrás de liderazgo. En la revisión de la literatura existente, encontraron que mientras que algunos rasgos son comunes a través de una serie de estudios, la evidencia general sugiere que las personas que son líderes en una situación puede no necesariamente ser líderes en otras situaciones. (liderazgo situacional).

Mientras en Occidente el liderazgo se estudia desde perspectivas democráticas y autocráticas, en Oriente se desarrolló según el confucionismo la idea del líder como un ser erudito y benévolo, apoyado por una gran tradición de piedad filial. Como dice Sun Tzu en El arte de la guerra:[14]​.

Leadership Lessons

According to Colin Powell, we very rarely find material that contributes some things to our already established principles and criteria, however, we must each reflect at our level on our professional performance that each person is obliged to perform, we must keep in mind that to be successful we have to know some leadership lessons that will be very useful to us in our work environment.

According to Llorens and Fuentes (2005), “The Quality Motivation Committee of the Spanish Association for Quality (1987) describes a total quality program as a sequence of activities whose purpose is to raise the global quality level of all the operations of a company.”

In the first stage, organization and planning activities are carried out, which will be carried out only once.

The activities of analysis, prevention, improvement and monitoring of total quality must be permanently incorporated into the company's management system, through annual programs, and thus, create awareness and spirit of improvement of the company's quality at the highest levels.

Management activities such as planning, organizing and decision making will only be effective when the leader motivates and directs employees to achieve objectives.

The leader is the person capable of influencing the attitudes, opinions and actions of the other members of a group, without needing to be endowed with formal authority.

The leader is judged and admired for his effectiveness, attractiveness and kindness.

All experts highlight the importance of the leader as necessary support for quality improvement, since through his power, and from the higher levels, he achieves a climate of change.

According to James (1997), Mintzberg and Pfeffer define power as the ability to affect the behavior of others.

We can distinguish two types of power:

In a quality-oriented organization, legitimate power will become evident when there are problems in dysfunctional groups.

According to Llorens and Fuentes (2005), authentic leaders are those who:

Superior quality requires inspired leadership at all levels of the organization, so the quality mandate must be conveyed to middle managers, in addition to creating an organizational climate that encourages them to be leaders as well.

Middle managers will offer their support and commitment if they are included in program planning, analyzing progress, sharing ideas and information.

For Showalter and Mulholland (1992), the leader must:

The provision of supportive leadership requires:.

With this, the organizing leader will direct the organization towards profitability and greater productivity.

González and Guillén (2000) highlight that the full implementation of the principles that make up TQM (total quality management) is not possible without management leadership, that is, it requires a certain dose of managerial leadership for its implementation.

TQM is divided into three groups:

As we move from the first to the third group, there is greater importance to the ethical dimension of leadership.

Anarchism proposes an organization of society "without coercion or leadership."[16]​[17]​ In contrast to Marxism, which assumes leadership within organizations as inevitable, the anarchist theorist Carlos Taibo explains that this is a fallacy, because in that case, "there would be no choice but to accept other characteristic elements of the reality of our societies, such as exploitation, alienation, lack of solidarity."[18]​.

Although anarchist theory rejects all leadership, there have been several examples of leadership in organizations of this type, from the secret societies organized by Bakunin to Néstor Majnó and Buenaventura Durruti directing, respectively, the Black Army and the Durruti Column.[17] For his part, the French Hispanist Jacques Maurice has studied this issue from a historical perspective. According to Maurice, unlike socialist organizations, where a figure stands out above the movement, in anarchist groups those people who were most "media" or those who were the most skilled in a specific field were distinguished.[19] Thus, those who eventually occupied a leadership position within anarchist movements had a different character from that of leadership in other contexts. These would not be people who exercised power or control over the movement, but rather they had a certain intellectual and moral influence.[20]​.