According to the interactional framework (leader/follower/situation model in Chapter 1. *BELOW*), effective leader behavior depends on many variables. It follows that there is no simple prescription for effective leader behavior.

1. Does this mean effective leadership is merely a matter of opinion or subjective preference? Explain.

2. Does this mean one may be an effective leader in one situation with a particular group of followers but not in a different situation or with a different group of followers? Explain.

*TEXT BELOW*

If any single idea is central to this book, it is that leadership is a process, not a position. The entire first part of this book explores that idea. One is not a leader?except perhaps in name only?merely because one holds a title or position. Leadership involves something happening as a result of the interaction between a leader and followers.

In Chapter 1 we define leadership and explore its relationship to concepts such as management and followership, and we also introduce the interactional framework. The interactional framework is based on the idea that leadership involves complex interactions between the leader, the followers, and the situations they are in. That framework provides the organizing principle for the rest of the book. Chapter 2 looks at how we can become better leaders by profiting more fully from our experiences, which is not to say that either the study or the practice of leadership is simple. Part 1 concludes with a chapter focusing on basic leadership skills. There also will be a corresponding skills chapter at the conclusion of each of the other three parts in this book.

Follower Values Norms Cohesivenes Personality Position Expertise Leader Task Stress Environment Situation.