Power Stone presents a model of power that identifies nonofficial and invisible types of power that are more important than visible electoral clout. Social capital, cultural capital, and economic capital are within the province of this invisible type of power. Specifically, Stone identifies several types of unofficial and invisible power including potential power, nondecision making, and anticipated reactions. Nondecision making is defined as "the capacity of elite groups to restrict the

Power and influence are important concepts in leadership and management because they are intertwined. In essence, it's impossible for a leader to influence his/her followers without power, which is crucial in getting things done and accomplishing specified goals. The close link between these two concepts is also evident in the fact that power can be defined as the capability to influence others (Lunenburg, p.1). As a result, the effective use

" (Pettersson, 2006) Oral and written verbal art languages are both used for the purpose of information communication as well as information presentation with the reader and listener receiving an invitation to consider the information. The Narrative & the Symbolic The work of Abiola Irele (2001) entitled: "The African Imagination: Literature in Africa & the Black Diaspora" states that Hampate Ba "...incorporates the essential feature of the oral narrative at significant points

Transformational Leadership LEADERSHIP HISTORY AND MODELS A lot of research has gone into the subject of leadership skills as seen from a number of several different perspectives. As a matter of fact, from the early years of 1900 onwards, analyses on the types of leadership and their models have been going on, and initially the point of concentration was on the leader, and his followers. Researchers of the time, however, came to

Related to this concept of "myth" is the concept of "vision." A vision can transform an organization's ideology or sense of purpose into a road map for the future (Bolman, 2008,p. 255). Vision can translate into principles being integrated into the very fabric of the organization. Vision can foster the development of an organization's culture that predicates itself on hard work and determination; determination to attain specific benchmarks, this determination

, 2010). The model includes several mediator (e.g., knowledge exchange) and moderator variables (e.g., self-leadership competencies of actors) that explain why and when this approach is effective and looks at leadership in more of a comprehensive way than focusing on one individual. Such perspectives have suggested that when employees become involved in the decision making processes then this can strengthen leadership. Transactional Leadership Transactional leadership is the leadership model that represents what