Open AccessLEADERSHIP FUNCTIONS, MANAGEMENT AND AUTHORITY WITHIN THE ORGANIZATION
Author(s) -
Histo Sirashki,
Gent Begolli
Publication year - 2019
Publication title -
knowledge
Language(s) - English
Resource type - Journals
eISSN - 2545-4439
pISSN - 1857-923X
DOI - 10.35120/kij31051265s
Subject(s) - charismatic authority , transformational leadership , leadership style , shared leadership , authoritarian leadership style , transactional leadership , public relations , bureaucracy , servant leadership , leadership , traditional authority , task (project management) , phenomenon , political science , charisma , authoritarianism , democracy , management , public administration , epistemology , law , politics , philosophy , economics
Leadership is part of the activity in organizations and has its own place and significance for their functioning. It is well-known that leadership is a dynamic phenomenon and a leader’s authority may vary depending on the circumstances. Leaders can be replaced, they can compete, be allocated, be supported, etc. But while they are leaders, they are responsible for organizing the group’s activity. There are both similarities and differences between leadership, management and authority. The aim of this paper is to present some of the functions and characteristics of the leader, which are of paramount significance for the activity in organizations; at the same time, the paper aims at drawing the reader’s attention to some specific features of management and authority. Every time leadership, or anything related to leadership, is the subject of discussion, the concept of authority springs to mind. Authority is inseparable from leadership and the processes related to it. At the beginning, emphasis is placed on leadership as an indispensable necessity at all levels of the hierarchical structure of the organization. This is a significant condition for the successful functioning within the teams where there are three main aspects: individual, task and the needs of the team. A good leader shall secure an overlap among these three elements and create conditions for their functioning which result from synergy. Next, the paper shifts to the organization’s management and the leaders’ styles of management – authoritarian, democratic, bureaucratic, charismatic, liberal, oriented towards people, oriented towards tasks, employee’s style, transformational style, etc. Furthermore, the authors elaborate on some definitions of authority which are more closely related to leadership skills, and mostly to the functions performed by the leader.