Leadership is officially a "catalyst of cooperation". It is a term used to describe management to set and achieve challenging goals, take fast and decisive action when needed, outperform the competition, and inspire others to perform at the highest level they can.
People in the presence of a leader as a catalyst suddenly start to cooperate. Cooperation is the highest step in organizing people.
Informing and communication (networking): ready to communicate, not ready to change something in their plans and actions.
Coordination (coordinated networking): ready to change some of their plans and actions. For example, look at your neighbor's work hours and come during his work hours.
Cooperation: participants in the division of labor and resources (the inputs of one organization to the outputs of others), but the responsibility for the whole (the risks that all the buttons are in place, and the jacket is not sitting) is absent from the participants.
Collaboration: sharing not only labor and resources, but also responsibility for the overall result of all participants in the work.
Each next step includes all the previous ones and is built on their basis. The practice of leadership is concerned with the fact that responsible performers (i.e. appointed to organizational positions with clear powers to manage the resources of the enterprise, performers - people appointed to acting positions) agree to be stakeholders (actors - to play all the necessary roles in performances). Leaders somehow talk the performers into playing roles, and also moderate the inevitable conflicts over the understanding of the powers and responsibilities of people occupying organizational positions, i.e. moderate "exit to the discourse". That is all about proper leadership.
Difference between Leadership and operational management
Leadership is different from operational management: the goal of a leader is to occupy people who perform organizational positions, motivate them, and not to increase the "passage" (throughput). The manager-leader, the manager-organizer (enterprise engineer) and the operations manager are different managers, their interests are different, as well as the methods of describing the enterprise and the practice of their work.
Formally, leaders comprehend the life of their "followers", make it full and give the joy of working in a team. From the point of view of the cynics, the leaders use the herd mentality to the maximum, and manipulate the followers.
If we now turn to traditional enterprises, then the "collective" here becomes a double machine.
One is organized by enterprise engineers and ensures the release of the target system / provision of the target service.
Another leadership type is organized by the leader manager and trims the people of the team so that everyone accurately performs their roles in the first machine and does not rock the boat.
Connection with social sciences
Effective leadership also turns out to be the leading attitude of pedagogy in a slightly different formulation: "the leading attitude in pedagogy is motivational." On the other hand, the leader-educator must somehow chat the person out to play the role of the student.
The student does not even receive a reward for his work, and it is impossible to automate learning - the teacher's work can be automated, but the student's work is just important, it is the student's effort that teaches! Thus, pedagogy can be built not on the basis of thinking, not on the basis of psychology with the soul returned to it, but on the basis of leadership - if this leadership is defined as a discipline.
Leadership and robots
Another unexpected place where leadership emerges is the recognition of artificial intelligences (for simplicity, "robots") as ordinary people who can be worked with and who can be reckoned with. From long experience of dealing with different people on the topic of different types of xenophobia, robots will be denied respect even if they do some work to create target systems at a higher level than a human, or investigate some problems with higher efficiency, than people do.
But the conversation changes dramatically when we are talking about an activity that requires some sort of understanding of "human nature": leadership. A robot leader (even if he is stupid in all other jobs), organizing people around him into a workable team, may well be perceived as really intelligent and therefore comparable to people.