title: Merovingian dynasty

text: Christianity was introduced to the Franks by their contact with Gallo-Romanic culture and later further spread by monks. The most famous of these missionaries is St. Columbanus (d 615), an Irish monk. Merovingian kings and queens used the newly forming ecclesiastical power structure to their advantage. Monasteries and episcopal seats were shrewdly awarded to elites who supported the dynasty. Extensive parcels of land were donated to monasteries to exempt those lands from royal taxation and to preserve them within the family. The family maintained dominance over the monastery by appointing family members as abbots. Extra sons and daughters who could not be married off were sent to monasteries so that they would not threaten the inheritance of older Merovingian children. This pragmatic use of monasteries ensured close ties between elites and monastic properties.


title: Merovingian dynasty

text: Numerous Merovingians who served as bishops and abbots, or who generously funded abbeys and monasteries, were rewarded with sainthood. The outstanding handful of Frankish saints who were not of the Merovingian kinship nor the family alliances that provided Merovingian counts and dukes, deserve a closer inspection for that fact alone: like Gregory of Tours, they were almost without exception from the Gallo-Roman aristocracy in regions south and west of Merovingian control. The most characteristic form of Merovingian literature is represented by the "Lives" of the saints. Merovingian hagiography did not set out to reconstruct a biography in the Roman or the modern sense, but to attract and hold popular devotion by the formulas of elaborate literary exercises, through which the Frankish Church channeled popular piety within orthodox channels, defined the nature of sanctity and retained some control over the posthumous cults that developed spontaneously at burial sites, where the life-force of the saint lingered, to do good for the votary.


title: Merovingian dynasty

text: The "vitae et miracula", for impressive miracles were an essential element of Merovingian hagiography, were read aloud on saints’ feast days. Many Merovingian saints, and the majority of female saints, were local ones, venerated only within strictly circumscribed regions; their cults were revived in the High Middle Ages, when the population of women in religious orders increased enormously. Judith Oliver noted five Merovingian female saints in the diocese of Liège who appeared in a long list of saints in a late 13th-century psalter-hours. The "vitae" of six late Merovingian saints that illustrate the political history of the era have been translated and edited by Paul Fouracre and Richard A. Gerberding, and presented with "Liber Historiae Francorum," to provide some historical context.


title: Merovingian dynasty

text: "Nota bene:" All of the listed clergymen are venerated as saints in the Eastern Orthodox Church and Roman Catholic Church.


title: Merovingian dynasty

text: Yitzhak Hen stated that it seems certain that the Gallo-Roman population was far greater than the Frankish population in Merovingian Gaul, especially in regions south of the Seine, with most of the Frankish settlements being located along the Lower and Middle Rhine. The further south in Gaul one traveled, the weaker the Frankish influence became. Hen finds hardly any evidence for Frankish settlements south of the Loire. The absence of Frankish literature sources suggests that the Frankish language was forgotten rather rapidly after the early stage of the dynasty. Hen believes that for Neustria, Burgundy and Aquitania, colloquial Latin remained the spoken language in Gaul throughout the Merovingian period and remained so even well in to the Carolingian period. However, Urban T. Holmes estimated that a Germanic language was spoken as a second tongue by public officials in western Austrasia and Neustria as late as the 850s, and that it completely disappeared as a spoken language from these regions only during the 10th century.


title: Merovingian dynasty

text: A limited number of contemporary sources describe the history of the Merovingian Franks, but those that survive cover the entire period from Clovis's succession to Childeric's deposition. First among chroniclers of the age is the canonised bishop of Tours, Gregory of Tours. His is a primary source for the reigns of the sons of Clotaire II and their descendants until Gregory's own death in 594, but must be read with account of the pro-church point of view of its author.


title: Merovingian dynasty

text: The next major source, far less organised than Gregory's work, is the "Chronicle of Fredegar", begun by Fredegar but continued by unknown authors. It covers the period from 584 to 641, though its continuators, under Carolingian patronage, extended it to 768, after the close of the Merovingian era. It is the only primary narrative source for much of its period. The only other major contemporary source is the "Liber Historiae Francorum", an anonymous adaptation of Gregory's work apparently ignorant of Fredegar's chronicle: its author(s) ends with a reference to Theuderic IV's sixth year, which would be 727. It was widely read; though it was undoubtedly a piece of Arnulfing work, and its biases cause it to mislead (for instance, concerning the two decades between the controversies surrounding mayors Grimoald the Elder and Ebroin: 652–673).


title: Merovingian dynasty

text: Aside from these chronicles, the only surviving reservoirs of historiography are documentary sources (letters, charters, laws, etc.) and hagiography. Clerical men such as Gregory and Sulpitius the Pious were letter-writers, though relatively few letters survive. Edicts, grants, and judicial decisions survive, as well as the famous "Lex Salica", mentioned above. From the reign of Clotaire II and Dagobert I survive many examples of the royal position as the supreme justice and final arbiter. There also survive biographies of saints of the period, for instance Saint Eligius and Leodegar, written soon after their subjects' deaths.


title: Merovingian dynasty

text: Finally, archaeological evidence cannot be ignored as a source for information, at the very least, on the Frankish mode of life. Among the greatest discoveries of lost objects was the 1653 accidental uncovering of Childeric I's tomb in the church of Saint Brice in Tournai. The grave objects included a golden bull's head and the famous golden insects (perhaps bees, cicadas, aphids, or flies) on which Napoleon modelled his coronation cloak. In 1957, the sepulchre of a Merovingian woman at the time believed to be Clotaire I's second wife, Aregund, was discovered in Saint Denis Basilica in Paris. The funerary clothing and jewellery were reasonably well-preserved, giving us a look into the costume of the time. Beyond these royal individuals, the Merovingian period is associated with the archaeological Reihengräber culture.


title: Merovingian dynasty

text: The Merovingians play a prominent role in French historiography and national identity, although their importance was partly overshadowed by that of the Gauls during the Third Republic. Charles de Gaulle is on record as stating his opinion that "For me, the history of France begins with Clovis, elected as king of France by the tribe of the Franks, who gave their name to France. Before Clovis, we have Gallo-Roman and Gaulish prehistory. The decisive element, for me, is that Clovis was the first king to have been baptized a Christian. My country is a Christian country and I reckon the history of France beginning with the accession of a Christian king who bore the name of the Franks."


title: Merovingian dynasty

text: The Merovingians feature in the novel "In Search of Lost Time" by Marcel Proust: "The Merovingians are important to Proust because, as the oldest French dynasty, they are the most romantic and their descendants the most aristocratic." The word "Merovingian" is used as an adjective at least five times in "Swann's Way".


title: Merovingian dynasty

text: The Merovingians are featured in the book "The Holy Blood and the Holy Grail" (1982) where they are depicted as descendants of Jesus, inspired by the "Priory of Sion" story developed by Pierre Plantard in the 1960s. Plantard playfully sold the story as non-fiction, giving rise to a number of works of pseudohistory among which "The Holy Blood and the Holy Grail" was the most successful. The "Priory of Sion" material has given rise to later works in popular fiction, notably "The Da Vinci Code" (2003), which mentions the Merovingians in chapter 60.


title: Merovingian dynasty

text: The title of "Merovingian" (also known as "the Frenchman") is used as the name for a fictional character and a supporting antagonist of the films "The Matrix Reloaded", "The Matrix Revolutions" and "The Matrix Resurrections".


title: Leadership

text: Leadership, both as a research area and as a practical skill, encompasses the ability of an individual, group or organization to "lead", influence or guide other individuals, teams, or entire organizations. The word "leadership" often gets viewed as a contested term. Specialist literature debates various viewpoints on the concept, sometimes contrasting Eastern and Western approaches to leadership, and also (within the West) North American versus European approaches.


title: Leadership

text: U.S. academic environments define leadership as "a process of social influence in which a person can enlist the aid and support of others in the accomplishment of a common and ethical task". Basically, leadership can be defined as an influential power-relationship in which the power of one party (the "leader") promotes movement/change in others (the "followers"). Some have challenged the more traditional managerial views of leadership (which portray leadership as something possessed or owned by one individual due to their role or authority), and instead advocate the complex nature of leadership which is found at all levels of institutions, both within formal and informal roles.


title: Leadership

text: Studies of leadership have produced theories involving (for example) traits, situational interaction, function, behavior, power, vision


title: Leadership

text: In the field of political leadership, the Chinese doctrine of the Mandate of Heaven postulated the need for rulers to govern justly and the right of subordinates to overthrow emperors who appeared to lack divine sanction.


title: Leadership

text: Monarchy takes an extreme view of the same idea, and may prop up its assertions against the claims of mere aristocrats by invoking divine sanction (see the divine right of kings). On the other hand, more democratically inclined theorists have pointed to examples of meritocratic leaders, such as the Napoleonic marshals profiting from careers open to talent.


title: Leadership

text: In the autocratic/paternalistic strain of thought, traditionalists recall the role of leadership of the Roman "pater familias". Feminist thinking, on the other hand, may object to such models as patriarchal and posit against them "emotionally attuned, responsive, and consensual empathetic guidance, which is sometimes associated with matriarchies".


title: Leadership

text: "Comparable to the Roman tradition, the views of Confucianism on 'right living' relate very much to the ideal of the (male) scholar-leader and his benevolent rule, buttressed by a tradition of filial piety."


title: Leadership

text: Leadership is a matter of intelligence, trustworthiness, humaneness, courage, and discipline ... Reliance on intelligence alone results in rebelliousness. Exercise of humaneness alone results in weakness. Fixation on trust results in folly. Dependence on the strength of courage results in violence. Excessive discipline and sternness in command result in cruelty. When one has all five virtues together, each appropriate to its function, then one can be a leader. — Jia Lin, in commentary on Sun Tzu, "Art of War"


title: Leadership

text: Machiavelli's "The Prince", written in the early-16th century, provided a manual for rulers ("princes" or "tyrants" in Machiavelli's terminology) to gain and keep power.


title: Leadership

text: Prior to the 19th century, the concept of leadership had less relevance than today — society expected and obtained traditional deference and obedience to lords, kings, master-craftsmen and slave-masters. (Note that the "Oxford English Dictionary" traces the word "leadership" in English only as far back as 1821.)


title: Leadership

text: Historically, industrialization, opposition to the "ancien regime" and the phasing out of chattel slavery meant that some newly developing organizations (nation-state republics, commercial corporations) evolved a need for a new paradigm with which to characterize elected politicians and job-granting employers - thus the development and theorizing of the idea of "leadership".


title: Leadership

text: From the 19th century too, the elaboration of anarchist thought called the whole concept of leadership into question. One response to this denial of élitism came with Leninism - Lenin (1870-1924) demanded an élite group of disciplined cadres to act as the vanguard of a socialist revolution, bringing into existence the dictatorship of the proletariat.


title: Leadership

text: Other historical views of leadership have addressed the seeming contrasts between secular and religious leadership. The doctrines of Caesaro-papism have recurred and had their detractors over several centuries. Christian thinking on leadership has often emphasized stewardship of divinely-provided resources—human and material—and their deployment in accordance with a Divine plan. Compare servant leadership.


title: Leadership

text: The search for the characteristics or traits of leaders has continued for centuries. Philosophical writings from Plato's "Republic" to Plutarch's "Lives" have explored the question "What qualities distinguish an individual as a leader?" Underlying this search was the early recognition of the importance of leadership and the assumption that leadership is rooted in the characteristics that certain individuals possess. This idea that leadership is based on individual attributes is known as the "trait theory of leadership".


title: Leadership

text: A number of works in the 19th century – when the traditional authority of monarchs, lords and bishops had begun to wane – explored the trait theory at length: note especially the writings of Thomas Carlyle and of Francis Galton, whose works have prompted decades of research. In "Heroes and Hero Worship" (1841), Carlyle identified the talents, skills, and physical characteristics of men who rose to power. Galton's "Hereditary Genius" (1869) examined leadership qualities in the families of powerful men. After showing that the numbers of eminent relatives dropped off when his focus moved from first-degree to second-degree relatives, Galton concluded that leadership was inherited. In other words, leaders were born, not developed. Both of these notable works lent great initial support for the notion that leadership is rooted in characteristics of a leader.


title: Leadership

text: Cecil Rhodes (1853–1902) believed that public-spirited leadership could be nurtured by identifying young people with "moral force of character and instincts to lead", and educating them in contexts (such as the collegiate environment of the University of Oxford) which further developed such characteristics. International networks of such leaders could help to promote international understanding and help "render war impossible". This vision of leadership underlay the creation of the Rhodes Scholarships, which have helped to shape notions of leadership since their creation in 1903.


title: Leadership

text: In the late 1940s and early 1950s, a series of qualitative reviews of these studies (e.g., Bird, 1940; Stogdill, 1948; Mann, 1959) prompted researchers to take a drastically different view of the driving forces behind leadership. In reviewing the extant literature, Stogdill and Mann found that while some traits were common across a number of studies, the overall evidence suggested that people who are leaders in one situation may not necessarily be leaders in other situations. Subsequently, leadership was no longer characterized as an enduring individual trait, as situational approaches (see alternative leadership theories below) posited that individuals can be effective in certain situations, but not others. The focus then shifted away from traits of leaders to an investigation of the leader behaviors that were effective. This approach dominated much of the leadership theory and research for the next few decades.


title: Leadership

text: New methods and measurements were developed after these influential reviews that would ultimately reestablish trait theory as a viable approach to the study of leadership. For example, improvements in researchers' use of the round robin research design methodology allowed researchers to see that individuals can and do emerge as leaders across a variety of situations and tasks. Additionally, during the 1980s statistical advances allowed researchers to conduct meta-analyses, in which they could quantitatively analyze and summarize the findings from a wide array of studies. This advent allowed trait theorists to create a comprehensive picture of previous leadership research rather than rely on the qualitative reviews of the past. Equipped with new methods, leadership researchers revealed the following:


title: Leadership

text: While the trait theory of leadership has certainly regained popularity, its reemergence has not been accompanied by a corresponding increase in sophisticated conceptual frameworks.


title: Leadership

text: Considering the criticisms of the trait theory outlined above, several researchers have begun to adopt a different perspective of leader individual differences—the leader attribute pattern approach. In contrast to the traditional approach, the leader attribute pattern approach is based on theorists' arguments that the influence of individual characteristics on outcomes is best understood by considering the person as an integrated totality rather than a summation of individual variables. In other words, the leader attribute pattern approach argues that integrated constellations or combinations of individual differences may explain substantial variance in both leader emergence and leader effectiveness beyond that explained by single attributes, or by additive combinations of multiple attributes.


title: Leadership

text: In response to the early criticisms of the trait approach, theorists began to research leadership as a set of behaviors, evaluating the behavior of successful leaders, determining a behavior taxonomy, and identifying broad leadership styles. David McClelland, for example, posited that leadership takes a strong personality with a well-developed positive ego. To lead, self-confidence and high self-esteem are useful, perhaps even essential.


title: Leadership

text: Kurt Lewin, Ronald Lipitt, and Ralph White developed in 1939 the seminal work on the influence of leadership styles and performance. The researchers evaluated the performance of groups of eleven-year-old boys under different types of work climate. In each, the leader exercised his influence regarding the type of group decision making, praise and criticism (feedback), and the management of the group tasks (project management) according to three styles: authoritarian, democratic, and laissez-faire.


title: Leadership

text: In 1945, Ohio State University conducted a study which investigated observable behaviors portrayed by effective leaders. They would then identify if these particular behaviors are reflective of leadership effectiveness. They were able to narrow their findings to two identifiable distinctions The first dimension was identified as "initiating structure", which described how a leader clearly and accurately communicates with the followers, defines goals, and determines how tasks are performed. These are considered "task oriented" behaviors. The second dimension is "consideration", which indicates the leader's ability to build an interpersonal relationship with their followers, to establish a form of mutual trust. These are considered "social oriented" behaviors.


title: Leadership

text: The Michigan State Studies, which were conducted in the 1950s, made further investigations and findings that positively correlated behaviors and leadership effectiveness. Although they had similar findings as the Ohio State studies, they also contributed an additional behavior identified in leaders: participative behavior (also called "servant leadership"), or allowing the followers to participate in group decision making and encouraged subordinate input. This entails avoiding controlling types of leadership and allows more personal interactions between leaders and their subordinates.


title: Leadership

text: The managerial grid model is also based on a behavioral theory. The model was developed by Robert Blake and Jane Mouton in 1964 and suggests five different leadership styles, based on the leaders' concern for people and their concern for goal achievement.


title: Leadership

text: B. F. Skinner is the father of behavior modification and developed the concept of positive reinforcement. Positive reinforcement occurs when a positive stimulus is presented in response to a behavior, increasing the likelihood of that behavior in the future. The following is an example of how positive reinforcement can be used in a business setting. Assume praise is a positive reinforcer for a particular employee. This employee does not show up to work on time every day. The manager decides to praise the employee for showing up on time every day the employee actually shows up to work on time. As a result, the employee comes to work on time more often because the employee likes to be praised. In this example, praise (the stimulus) is a positive reinforcer for this employee because the employee arrives at work on time (the behavior) more frequently after being praised for showing up to work on time. Positive reinforcement coined by Skinner enables a behavior to be repeated in a positive manner, and on the other hand a negative reinforcer is repeated in a way that is not as plausible as the positive.


title: Leadership

text: The use of positive reinforcement is a successful and growing technique used by leaders to motivate and attain desired behaviors from subordinates. Organizations such as Frito-Lay, 3M, Goodrich, Michigan Bell, and Emery Air Freight have all used reinforcement to increase productivity. Empirical research covering the last 20 years suggests that reinforcement theory has a 17 percent increase in performance. Additionally, many reinforcement techniques such as the use of praise are inexpensive, providing higher performance for lower costs.


title: Leadership

text: Situational theory also appeared as a reaction to the trait theory of leadership. Social scientists argued that history was more than the result of intervention of great men as Carlyle suggested. Herbert Spencer (1884) (and Karl Marx) said that the times produce the person and not the other way around. This theory assumes that different situations call for different characteristics; according to this group of theories, no single optimal psychographic profile of a leader exists. According to the theory, "what an individual actually does when acting as a leader is in large part dependent upon characteristics of the situation in which he functions."


title: Leadership

text: Some theorists started to synthesize the trait and situational approaches. Building upon the research of Lewin et al., academics began to normalize the descriptive models of leadership climates, defining three leadership styles and identifying which situations each style works better in. The authoritarian leadership style, for example, is approved in periods of crisis but fails to win the "hearts and minds" of followers in day-to-day management; the democratic leadership style is more adequate in situations that require consensus building; finally, the laissez-faire leadership style is appreciated for the degree of freedom it provides, but as the leaders do not "take charge", they can be perceived as a failure in protracted or thorny organizational problems. Thus, theorists defined the style of leadership as contingent to the situation, which is sometimes classified as contingency theory. Three contingency leadership theories appear more prominently in recent years: Fiedler contingency model, Vroom-Yetton decision model, and the path-goal theory.


title: Leadership

text: The Fiedler contingency model bases the leader's effectiveness on what Fred Fiedler called "situational contingency". This results from the interaction of leadership style and situational favorability (later called "situational control"). The theory defined two types of leader: those who tend to accomplish the task by developing good relationships with the group (relationship-oriented), and those who have as their prime concern carrying out the task itself (task-oriented). According to Fiedler, there is no ideal leader. Both task-oriented and relationship-oriented leaders can be effective if their leadership orientation fits the situation. When there is a good leader-member relation, a highly structured task, and high leader position power, the situation is considered a "favorable situation". Fiedler found that task-oriented leaders are more effective in extremely favorable or unfavorable situations, whereas relationship-oriented leaders perform best in situations with intermediate favorability.


title: Leadership

text: Victor Vroom, in collaboration with Phillip Yetton (1973) and later with Arthur Jago (1988), developed a taxonomy for describing leadership situations, which was used in a normative decision model where leadership styles were connected to situational variables, defining which approach was more suitable to which situation. This approach was novel because it supported the idea that the same manager could rely on different group decision making approaches depending on the attributes of each situation. This model was later referred to as situational contingency theory.


title: Leadership

text: The path-goal theory of leadership was developed by Robert House (1971) and was based on the expectancy theory of Victor Vroom. According to House, the essence of the theory is "the meta proposition that leaders, to be effective, engage in behaviors that complement subordinates' environments and abilities in a manner that compensates for deficiencies and is instrumental to subordinate satisfaction and individual and work unit performance". The theory identifies four leader behaviors, "achievement-oriented", "directive", "participative", and "supportive", that are contingent to the environment factors and follower characteristics. In contrast to the Fiedler contingency model, the path-goal model states that the four leadership behaviors are fluid, and that leaders can adopt any of the four depending on what the situation demands. The path-goal model can be classified both as a contingency theory, as it depends on the circumstances, and as a transactional leadership theory, as the theory emphasizes the reciprocity behavior between the leader and the followers.


title: Leadership

text: Functional leadership theory (Hackman & Walton, 1986; McGrath, 1962; Adair, 1988; Kouzes & Posner, 1995) is a particularly useful theory for addressing specific leader behaviors expected to contribute to organizational or unit effectiveness. This theory argues that the leader's main job is to see that whatever is necessary to group needs is taken care of; thus, a leader can be said to have done their job well when they have contributed to group effectiveness and cohesion (Fleishman et al., 1991; Hackman & Wageman, 2005; Hackman & Walton, 1986). While functional leadership theory has most often been applied to team leadership (Zaccaro, Rittman, & Marks, 2001), it has also been effectively applied to broader organizational leadership as well (Zaccaro, 2001). In summarizing literature on functional leadership (see Kozlowski et al. (1996), Zaccaro et al. (2001), Hackman and Walton (1986), Hackman & Wageman (2005), morge (2005), Klein, Zeigert, Knight, and Xiao (2006) observed five broad functions a leader performs when promoting organization's effectiveness. These functions include environmental monitoring, organizing subordinate activities, teaching and coaching subordinates, motivating others, and intervening actively in the group's work.


title: Leadership

text: A variety of leadership behaviors are expected to facilitate these functions. In initial work identifying leader behavior, Fleishman (1953) observed that subordinates perceived their supervisors' behavior in terms of two broad categories referred to as consideration and initiating structure. Consideration includes behavior involved in fostering effective relationships. Examples of such behavior would include showing concern for a subordinate or acting in a supportive manner towards others. Initiating structure involves the actions of the leader focused specifically on task accomplishment. This could include role clarification, setting performance standards, and holding subordinates accountable to those standards.


title: Leadership

text: The Integrated Psychological Theory of leadership is an attempt to integrate the strengths of the older theories (i.e. traits, behavioral/styles, situational and functional) while addressing their limitations, introducing a new element – the need for leaders to develop their leadership presence, attitude toward others and behavioral flexibility by practicing psychological mastery. It also offers a foundation for leaders wanting to apply the philosophies of servant leadership and authentic leadership.


title: Leadership

text: Integrated psychological theory began to attract attention after the publication of James Scouller's Three Levels of Leadership model (2011).


title: Leadership

text: Scouller argued that the older theories offer only limited assistance in developing a person's ability to lead effectively.


title: Leadership

text: Scouller proposed the Three Levels of Leadership model, which was later categorized as an "Integrated Psychological" theory on the Businessballs education website. In essence, his model aims to summarize what leaders have to do, not only to bring leadership to their group or organization, but also to develop themselves technically and psychologically as leaders.


title: Leadership

text: Scouller argued that self-mastery is the key to growing one's leadership presence, building trusting relationships with followers and dissolving one's limiting beliefs and habits, thereby enabling behavioral flexibility as circumstances change, while staying connected to one's core values (that is, while remaining authentic). To support leaders' development, he introduced a new model of the human psyche and outlined the principles and techniques of self-mastery, which include the practice of mindfulness meditation.


title: Leadership

text: Bernard Bass and colleagues developed the idea of two different types of leadership, transactional that involves exchange of labor for rewards and transformational which is based on concern for employees, intellectual stimulation, and providing a group vision.


title: Leadership

text: The transactional leader (Burns, 1978) is given power to perform certain tasks and reward or punish for the team's performance. It gives the opportunity to the manager to lead the group and the group agrees to follow his lead to accomplish a predetermined goal in exchange for something else. Power is given to the leader to evaluate, correct, and train subordinates when productivity is not up to the desired level, and reward effectiveness when expected outcome is reached.


title: Leadership

text: Leader–member exchange (LMX) theory addresses a specific aspect of the leadership process, which evolved from an earlier theory called the vertical dyad linkage (VDL) model. Both of these models focus on the interaction between leaders and individual followers. Similar to the transactional approach, this interaction is viewed as a fair exchange whereby the leader provides certain benefits such as task guidance, advice, support, and/or significant rewards and the followers reciprocate by giving the leader respect, cooperation, commitment to the task and good performance. However, LMX recognizes that leaders and individual followers will vary in the type of exchange that develops between them. LMX theorizes that the type of exchanges between the leader and specific followers can lead to the creation of "in-groups" and "out-groups". In-group members are said to have "high-quality exchanges" with the leader, while out-group members have "low-quality exchanges" with the leader.


title: Leadership

text: In-group members are perceived by the leader as being more experienced, competent, and willing to assume responsibility than other followers. The leader begins to rely on these individuals to help with especially challenging tasks. If the follower responds well, the leader rewards him/her with extra coaching, favorable job assignments, and developmental experiences. If the follower shows high commitment and effort followed by additional rewards, both parties develop mutual trust, influence, and support of one another. Research shows the in-group members usually receive higher performance evaluations from the leader, higher satisfaction, and faster promotions than out-group members. In-group members are also likely to build stronger bonds with their leaders by sharing the same social backgrounds and interests.


title: Leadership

text: Out-group members often receive less time and more distant exchanges than their in-group counterparts. With out-group members, leaders expect no more than adequate job performance, good attendance, reasonable respect, and adherence to the job description in exchange for a fair wage and standard benefits. The leader spends less time with out-group members, they have fewer developmental experiences, and the leader tends to emphasize his/her formal authority to obtain compliance to leader requests. Research shows that out-group members are less satisfied with their job and organization, receive lower performance evaluations from the leader, see their leader as less fair, and are more likely to file grievances or leave the organization.


title: Leadership

text: Leadership can be perceived as a particularly emotion-laden process, with emotions entwined with the social influence process. In an organization, the leader's mood has some effects on his/her group. These effects can be described in three levels:


title: Leadership

text: In research about client service, it was found that expressions of positive mood by the leader improve the performance of the group, although in other sectors there were other findings.


title: Leadership

text: Beyond the leader's mood, her/his behavior is a source for employee positive and negative emotions at work. The leader creates situations and events that lead to emotional response. Certain leader behaviors displayed during interactions with their employees are the sources of these affective events. Leaders shape workplace affective events. Examples – feedback giving, allocating tasks, resource distribution. Since employee behavior and productivity are directly affected by their emotional states, it is imperative to consider employee emotional responses to organizational leaders. Emotional intelligence, the ability to understand and manage moods and emotions in the self and others, contributes to effective leadership within organizations.


title: Leadership

text: sees leadership as an impression formed through the communication of information by the leader or by other stakeholders,


title: Leadership

text: not through the true actions of the leader himself. In other words, the reproduction of information or stories form the basis of the perception of leadership by the majority. It is well known by historians that the naval hero Lord Nelson often wrote his own versions of battles he was involved in, so that when he arrived home in England, he would receive a true hero's welcome. In modern society, the press, blogs and other sources report their own views of leaders, which may be based on reality, but may also be based on a political command, a payment, or an inherent interest of the author, media, or leader. Therefore, one can argue that the perception of all leaders is created and in fact does not reflect their true leadership qualities at all. Hence the historical function of belief in (for example) royal blood as a proxy for belief in or analysis of effective governing skills.


title: Leadership

text: Some constructivists question whether leadership exists, or suggest that (for example) leadership "is a myth equivalent to a belief in UFOs".


title: Leadership

text: Many personality characteristics were found to be reliably associated with leadership emergence. The list includes, but is not limited to (following list organized in alphabetical order): assertiveness, authenticity, Big Five personality factors, birth order, character strengths, dominance, emotional intelligence, gender identity, intelligence, narcissism, self-efficacy for leadership, self-monitoring and social motivation.


title: Leadership

text: Other areas of study in relation to how and why leaders emerge include narcissistic traits, absentee leaders, and participation. While there are many personality traits that be considered in determining why a leader emerges it is important to not look at these in isolation. Today’s sophisticated research methods look at personality characteristics in combination to determine patterns of leadership emergence.


title: Leadership

text: Leadership emergence is the idea that people born with specific characteristics become leaders, and those without these characteristics do not become leaders. People like Mahatma Gandhi, Abraham Lincoln, and Nelson Mandela all share traits that an average person does not. This includes people who choose to participate in leadership roles, as opposed to those who do not. Research indicates that up to 30% of leader emergence has a genetic basis.


title: Leadership

text: There is no current research indicating that there is a “leadership gene”, instead we inherit certain traits that might influence our decision to seek leadership. Both anecdotal, and empirical evidence support a stable relationship between specific traits and leadership behavior. Using a large international sample researchers found that there are three factors that motivate leaders; affective identity (enjoyment of leading), non-calculative (leading earns reinforcement), and social-normative (sense of obligation).


title: Leadership

text: The relationship between assertiveness and leadership emergence is curvilinear; individuals who are either low in assertiveness or very high in assertiveness are less likely to be identified as leaders.


title: Leadership

text: Individuals who are more aware of their personality qualities, including their values and beliefs, and are less biased when processing self-relevant information, are more likely to be accepted as leaders. See authentic leadership.


title: Leadership

text: Those who emerge as leaders tend to be more (order in strength of relationship with leadership emergence): extroverted, conscientious, emotionally stable, and open to experience, although these tendencies are stronger in laboratory studies of leaderless groups. However, introversion – extroversion appears to be the most influential quality in leadership emergence, specifically leaders tend to be high in extroversion. Introversion - extroversion is also the quality that can be judged most easily of the Big Five Traits. Agreeableness, the last factor of the Big Five personality traits, does not seem to play any meaningful role in leadership emergence.


title: Leadership

text: Those born first in their families and only children are hypothesized to be more driven to seek leadership and control in social settings. Middle-born children tend to accept follower roles in groups, and later-borns are thought to be rebellious and creative.


title: Leadership

text: Those seeking leadership positions in a military organization had elevated scores on a number of indicators of strength of character, including honesty, hope, bravery, industry, and teamwork.


title: Leadership

text: Individuals with dominant personalities – they describe themselves as high in the desire to control their environment and influence other people, and are likely to express their opinions in a forceful way – are more likely to act as leaders in small-group situations.


title: Leadership

text: Individuals with high emotional intelligence have increased ability to understand and relate to people. They have skills in communicating and decoding emotions and they deal with others wisely and effectively. Such people communicate their ideas in more robust ways, are better able to read the politics of a situation, are less likely to lose control of their emotions, are less likely to be inappropriately angry or critical, and in consequence are more likely to emerge as leaders.


title: Leadership

text: Individuals with higher intelligence exhibit superior judgement, higher verbal skills (both written and oral), quicker learning and acquisition of knowledge, and are more likely to emerge as leaders. Correlation between IQ and leadership emergence was found to be between .25 and .30. However, groups generally prefer leaders that do not exceed intelligence prowess of average member by a wide margin, as they fear that high intelligence may be translated to differences in communication, trust, interests and values


title: Leadership

text: Confidence in one's ability to lead is associated with increases in willingness to accept a leadership role and success in that role.


title: Leadership

text: High self-monitors are more likely to emerge as the leader of a group than are low self-monitors, since they are more concerned with status-enhancement and are more likely to adapt their actions to fit the demands of the situation


title: Leadership

text: Individuals who are both success-oriented and affiliation-oriented, as assessed by projective measures, are more active in group problem-solving settings and are more likely to be elected to positions of leadership in such groups


title: Leadership

text: A number of negative traits of leadership have also been studied. Individuals who take on leadership roles in turbulent situations, such as groups facing a threat or ones in which status is determined by intense competition among rivals within the group, tend to be narcissistic: arrogant, self-absorbed, hostile, and very self-confident.


title: Leadership

text: Existing research has shown that absentee leaders - those who rise into power, but not necessarily because of their skills, and are marginally engaging with their role - are actually worse than destructive leader, because it takes longer to pinpoint their mistakes.


title: Leadership

text: A willingness to participate in a group can indicate a person’s interest as well as their willingness to take responsibility for how the group performs. Those who do not say much during a group meeting are less likely to emerge as a leader than those who speak up. There is however some debate over whether the quality of participation in a group matters more than the quantity.


title: Leadership

text: A hypothesis termed, the ‘babble effect’ or the ‘babble hypotheses’ has been studied as a factor in the emergence of leaders. It is believed that leader emergence is highly correlated with the quantity of speaking time, specifically those who provide a large quantity are more likely to become a leader in a group setting. It is also believed that the quantity of participation is more important that the quality of these contributions when it comes to leader emergence.


title: Leadership

text: Research has shown the largest contributor to discussion in a group is more likely to become the leader. However, some studies indicate that there must be some element of quality combined with quantity to support leader emergence. Thus, while sheer quantity does matter to leadership, when the contributions made are also of high-quality leader emergence is further facilitated.


title: Leadership

text: A leadership style is a leader's style of providing direction, implementing plans, and motivating people. It is the result of the philosophy, personality, and experience of the leader. Rhetoric specialists have also developed models for understanding leadership (Robert Hariman, "Political Style", Philippe-Joseph Salazar, "L'Hyperpolitique. Technologies politiques De La Domination").


title: Leadership

text: Different situations call for different leadership styles. In an emergency when there is little time to converge on an agreement and where a designated authority has significantly more experience or expertise than the rest of the team, an autocratic leadership style may be most effective; however, in a highly motivated and aligned team with a homogeneous level of expertise, a more democratic or laissez-faire style may be more effective. The style adopted should be the one that most effectively achieves the objectives of the group while balancing the interests of its individual members.


title: Leadership

text: A field in which leadership style has gained strong attention is that of military science, recently expressing a holistic and integrated view of leadership, including how a leader's physical presence determines how others perceive that leader. The factors of physical presence are military bearing, physical fitness, confidence, and resilience. The leader's intellectual capacity helps to conceptualize solutions and acquire knowledge to do the job. A leader's conceptual abilities apply agility, judgment, innovation, interpersonal tact, and domain knowledge. Domain knowledge for leaders encompasses tactical and technical knowledge as well as cultural and geopolitical awareness.


title: Leadership

text: Under the autocratic leadership style, all decision-making powers are centralized in the leader, as with dictators.


title: Leadership

text: Autocratic leaders do not ask or entertain any suggestions or initiatives from subordinates. The autocratic management has been successful as it provides strong motivation to the manager. It permits quick decision-making, as only one person decides for the whole group and keeps each decision to him/herself until he/she feels it needs to be shared with the rest of the group.


title: Leadership

text: The democratic leadership style consists of the leader sharing the decision-making abilities with group members by promoting the interests of the group members and by practicing social equality. This has also been called shared leadership.


title: Leadership

text: In laissez-faire or free-rein leadership, decision-making is passed on to the subordinates. This style of leadership is known as "laissez faire" which means no interference in the affairs of others. (The phrase laissez-faire is French and literally means "let them do"). Subordinates are given the complete right and power to make decisions to establish goals and work out the problems or hurdles.


title: Leadership

text: The followers are given a high degree of independence and freedom to formulate their own objectives and ways to achieve them.


title: Leadership

text: Task-oriented leadership is a style in which the leader is focused on the tasks that need to be performed in order to meet a certain production goal. Task-oriented leaders are generally more concerned with producing a step-by-step solution for given problem or goal, strictly making sure these deadlines are met, results and reaching target outcomes.


title: Leadership

text: Relationship-oriented leadership is a contrasting style in which the leader is more focused on the relationships amongst the group and is generally more concerned with the overall well-being and satisfaction of group members. Relationship-oriented leaders emphasize communication within the group, show trust and confidence in group members, and show appreciation for work done.


title: Leadership

text: Task-oriented leaders are typically less concerned with the idea of catering to group members, and more concerned with acquiring a certain solution to meet a production goal. For this reason, they typically are able to make sure that deadlines are met, yet their group members' well-being may suffer. These leaders have absolute focus on the goal and the tasks cut out for each member. Relationship-oriented leaders are focused on developing the team and the relationships in it. The positives to having this kind of environment are that team members are more motivated and have support. However, the emphasis on relations as opposed to getting a job done might make productivity suffer


title: Leadership

text: Paternalism leadership styles often reflect a father-figure mindset. The structure of team is organized hierarchically where the leader is viewed above the followers. The leader also provides both professional and personal direction in the lives of the members. There is often a limitation on the choices that the members can choose from due to the heavy direction given by the leader.


title: Leadership

text: The term paternalism is from the Latin pater meaning "father". The leader is most often a male. This leadership style is often found in Russia, Africa, and Pacific Asian Societies.


title: Leadership

text: With the transformation into a knowledge society, the concept of servant leadership has become more popular, notably through modern technology management styles such as Agile. In this style, the leadership is externalized from the leader who serves as a guardian of the methodology and a "servant" or service provider to the team they lead. The cohesion and common direction of the team is dictated by a common culture, common goals and sometimes a specific methodology. This style is different from the laissez-faire in that the leader constantly works towards reaching the common goals as a team, but without giving explicit directions on tasks.


title: Leadership

text: Another factor that covaries with leadership style is whether the person is male or female. When men and women come together in groups, they tend to adopt different leadership styles. Men generally assume an agentic leadership style. They are task-oriented, active, decision focused, independent and goal oriented. Women, on the other hand, are generally more communal when they assume a leadership position; they strive to be helpful towards others, warm in relation to others, understanding, and mindful of others' feelings. In general, when women are asked to describe themselves to others in newly formed groups, they emphasize their open, fair, responsible, and pleasant communal qualities. They give advice, offer assurances, and manage conflicts in an attempt to maintain positive relationships among group members. Women connect more positively to group members by smiling, maintaining eye contact and respond tactfully to others' comments. Men, conversely, describe themselves as influential, powerful and proficient at the task that needs to be done. They tend to place more focus on initiating structure within the group, setting standards and objectives, identifying roles, defining responsibilities and standard operating procedures, proposing solutions to problems, monitoring compliance with procedures, and finally, emphasizing the need for productivity and efficiency in the work that needs to be done. As leaders, men are primarily task-oriented, but women tend to be both task- and relationship-oriented. However, it is important to note that these sex differences are only tendencies, and do not manifest themselves within men and women across all groups and situations. Meta-analyses show that people associate masculinity and agency more strongly with leadership than femininity and communion. Such stereotypes may have an effect on leadership evaluations of men and women.


title: Leadership

text: In times of crisis, women tend to lead better than men due to a show of empathy and confidence during briefings and other forms of communication. This has been critical during the COVID-19 pandemic as female governed states showed fewer deaths than male led states.


title: Leadership

text: Many reasons can contribute to the barriers that specifically affect women's entrance into leadership. These barriers also change according to different cultures. Despite the increasing number of female leaders in the world, only a small fraction come from non-westernized cultures. It is important to note that although the barriers listed below may be more severe in non-western culture, it does not imply that westernized cultures do not have these barriers as well. This aims to compare the differences between the two.


title: Leadership

text: Although there have been many studies done on leadership for women in the past decade, very little research has been done for women in paternalistic cultures. The literature and research done for women to emerge into a society that prefers males is lacking. This ultimately hinders women from knowing how to reach their individual leadership goals, and fails to educate the male counterparts in this disparity.


title: Leadership

text: Studies have shown the importance of longer paid maternity leave and the positive effects it has on a female employee's mental health and return to work. In Sweden, it was shown that the increased flexibility in timing for mothers to return to work decreased the odds of poor mental health reports. In non-western cultures that mostly follow paternalism, lack of knowledge on the benefits of maternity leave impacts the support given to the women during an important time in their life.


title: Leadership

text: Certain countries that follow paternalism, such as India, still allow for women to be treated unjustly. Issues such as child marriage and minor punishments for perpetrators in crimes against women shape society's view on how women should be treated. This can prevent women from feeling comfortable speaking out in personal and professional settings.


title: Leadership

text: Women who work in a very paternalistic culture or industry (e.g. the oil or engineering industry), often deal with limitations in their career that prevent them from moving up any further. This association is often due to the mentality that only males carry leadership characteristics. The term glass cliff refers to undesired projects that are often given to women because they have an increase in risk of failure. These undesired projects are given to female employees where they are more likely to fail and leave the organization.


title: Leadership

text: In the past, some researchers have argued that the actual influence of leaders on organizational outcomes is overrated and romanticized as a result of biased attributions about leaders (Meindl & Ehrlich, 1987). Despite these assertions, however, it is largely recognized and accepted by practitioners and researchers that leadership is important, and research supports the notion that leaders do contribute to key organizational outcomes


title: Leadership

text: To facilitate successful performance it is important to understand and accurately measure leadership performance.


title: Leadership

text: Job performance generally refers to behavior that is expected to contribute to organizational success (Campbell, 1990). Campbell identified a number of specific types of performance dimensions; leadership was one of the dimensions that he identified. There is no consistent, overall definition of leadership performance (Yukl, 2006). Many distinct conceptualizations are often lumped together under the umbrella of leadership performance, including outcomes such as leader effectiveness, leader advancement, and leader emergence (Kaiser et al., 2008). For instance, "leadership performance" may refer to the career success of the individual leader, performance of the group or organization, or even leader emergence. Each of these measures can be considered conceptually distinct. While these aspects may be related, they are different outcomes and their inclusion should depend on the applied or research focus.


title: Leadership

text: "Another way to conceptualize leader performance is to focus on the outcomes of the leader's followers, group, team, unit, or organization. In evaluating this type of leader performance, two general strategies are typically used. The first relies on subjective perceptions of the leader's performance from subordinates, superiors, or occasionally peers or other parties. The other type of effectiveness measures are more objective indicators of follower or unit performance, such as measures of productivity, goal attainment, sales figures, or unit financial performance (Bass & Riggio, 2006, p. 47)."


title: Leadership

text: A toxic leader is someone who has responsibility over a group of people or an organization, and who abuses the leader–follower relationship by leaving the group or organization in a worse-off condition than when he/she joined it.


title: Leadership

text: Attempts to assess leadership performance via group performance bring in multifarious different factors. Different perceptions of leadership itself may lead to differing measuring methods.


title: Leadership

text: Nevertheless, leadership theoreticians have proven perversely reluctant to abandon the vague subjective qualitative popular concept of "leaders".


title: Leadership

text: Most theories in the 20th century argued that great leaders were born, not made. Current studies have indicated that leadership is much more complex and cannot be boiled down to a few key traits of an individual. Years of observation and study have indicated that one such trait or a set of traits does not make an extraordinary leader. What scholars have been able to arrive at is that leadership traits of an individual do not change from situation to situation; such traits include intelligence, assertiveness, or physical attractiveness. However, each key trait may be applied to situations differently, depending on the circumstances. The following summarizes the main leadership traits found in research by Jon P. Howell, business professor at New Mexico State University and author of the book "Snapshots of Great Leadership".


title: Leadership

text: Determination and drive include traits such as initiative, energy, assertiveness, perseverance and sometimes dominance. People with these traits often tend to wholeheartedly pursue their goals, work long hours, are ambitious, and often are very competitive with others. Cognitive capacity includes intelligence, analytical and verbal ability, behavioral flexibility, and good judgment. Individuals with these traits are able to formulate solutions to difficult problems, work well under stress or deadlines, adapt to changing situations, and create well-thought-out plans for the future. Howell provides examples of Steve Jobs and Abraham Lincoln as encompassing the traits of determination and drive as well as possessing cognitive capacity, demonstrated by their ability to adapt to their continuously changing environments.


title: Leadership

text: Self-confidence encompasses the traits of high self-esteem, assertiveness, emotional stability, and self-assurance. Individuals who are self-confident do not doubt themselves or their abilities and decisions; they also have the ability to project this self-confidence onto others, building their trust and commitment. Integrity is demonstrated in individuals who are truthful, trustworthy, principled, consistent, dependable, loyal, and not deceptive. Leaders with integrity often share these values with their followers, as this trait is mainly an ethics issue. It is often said that these leaders keep their word and are honest and open with their cohorts. Sociability describes individuals who are friendly, extroverted, tactful, flexible, and interpersonally competent. Such a trait enables leaders to be accepted well by the public, use diplomatic measures to solve issues, as well as hold the ability to adapt their social persona to the situation at hand. According to Howell, Mother Teresa is an exceptional example who embodies integrity, assertiveness, and social abilities in her diplomatic dealings with the leaders of the world.


title: Leadership

text: Few great leaders encompass all of the traits listed above, but many have the ability to apply a number of them to succeed as front-runners of their organization or situation.


title: Leadership

text: One of the more recent definitions of leadership comes from Werner Erhard, Michael C. Jensen, Steve Zaffron, and Kari Granger who describe leadership as "an exercise in language that results in the realization of a future that wasn't going to happen anyway, which future fulfills (or contributes to fulfilling) the concerns of the relevant parties...". This definition ensures that leadership is talking about the future and includes the fundamental concerns of the relevant parties. This differs from relating to the relevant parties as "followers" and calling up an image of a single leader with others following. Rather, a future that fulfills on the fundamental concerns of the relevant parties indicates the future that wasn't going to happen is not the "idea of the leader", but rather is what emerges from digging deep to find the underlying concerns of those who are impacted by the leadership.


title: Leadership

text: An organization that is established as an instrument or means for achieving defined objectives has been referred to by sociologists as a "formal organization". Its design specifies how goals are subdivided and reflected in subdivisions of the organization. Divisions, departments, sections, positions, jobs, and tasks make up this work structure. Thus, the formal organization is expected to behave impersonally in regard to relationships with clients or with its members. According to Weber's model, entry and subsequent advancement is by merit or seniority. Employees receive a salary and enjoy a degree of tenure that safeguards them from the arbitrary influence of superiors or of powerful clients. The higher one's position in the hierarchy, the greater one's presumed expertise in adjudicating problems that may arise in the course of the work carried out at lower levels of the organization. This bureaucratic structure forms the basis for the appointment of heads or chiefs of administrative subdivisions in the organization and endows them with the authority attached to their position.


title: Leadership

text: In contrast to the appointed head or chief of an administrative unit, a leader emerges within the context of the "informal organization" that underlies the formal structure. The informal organization expresses the personal objectives and goals of the individual membership. Their objectives and goals may or may not coincide with those of the formal organization. The informal organization represents an extension of the social structures that generally characterize human life — the spontaneous emergence of groups and organizations as ends in themselves.


title: Leadership

text: In prehistoric times, humanity was preoccupied with personal security, maintenance, protection, and survival. Now humanity spends a major portion of waking hours working for organizations. The need to identify with a community that provides security, protection, maintenance, and a feeling of belonging has continued unchanged from prehistoric times. This need is met by the informal organization and its emergent, or unofficial, leaders.


title: Leadership

text: Leaders emerge from within the structure of the informal organization. Their personal qualities, the demands of the situation, or a combination of these and other factors attract followers who accept their leadership within one or several overlay structures. Instead of the authority of position held by an appointed head or chief, the emergent leader wields influence or power. Influence is the ability of a person to gain co-operation from others by means of persuasion or control over rewards. Power is a stronger form of influence because it reflects a person's ability to enforce action through the control of a means of punishment.


title: Leadership

text: A leader is a person who influences a group of people towards a specific result. In this scenario, leadership is not dependent on title or formal authority. Ogbonnia (2007) defines an effective leader "as an individual with the capacity to consistently succeed in a given condition and be viewed as meeting the expectations of an organization or society". John Hoyle argues that leaders are recognized by their capacity for caring for others, clear communication, and a commitment to persist. An individual who is appointed to a managerial position has the right to command and enforce obedience by virtue of the authority of their position. However, she or he must possess adequate personal attributes to match this authority, because authority is only potentially available to him/her. In the absence of sufficient personal competence, a manager may be confronted by an emergent leader who can challenge her/his role in the organization and reduce it to that of a figurehead. However, only authority of position has the backing of formal sanctions. It follows that whoever wields personal influence and power can legitimize this only by gaining a formal position in a hierarchy, with commensurate authority. Leadership can be defined as one's ability to get others to willingly follow. Every organization needs leaders at every level.


title: Leadership

text: Over the years the terms "management" and "leadership" have, in the organizational context, been used both as synonyms and with clearly differentiated meanings. Debate is fairly common about whether the use of these terms should be restricted, and reflects an awareness of the distinction made by Burns (1978) between "transactional" leadership (characterized by emphasis on procedures, contingent reward, management by exception) and "transformational" leadership (characterized by charisma, personal relationships, creativity). Leaders are the very role that can try to deal with the trust issues and issues derived from lacking trust.


title: Leadership

text: In contrast to individual leadership, some organizations have adopted group leadership. In this so-called shared leadership, more than one person provides direction to the group as a whole. It is furthermore characterized by shared responsibility, cooperation and mutual influence among team members. Some organizations have taken this approach in hopes of increasing creativity, reducing costs, or downsizing. Others may see the traditional leadership of a boss as costing too much in team performance. In some situations, the team members best able to handle any given phase of the project become the temporary leaders. Additionally, as each team member has the opportunity to experience the elevated level of empowerment, it energizes staff and feeds the cycle of success.


title: Leadership

text: Leaders who demonstrate persistence, tenacity, determination, and synergistic communication skills will bring out the same qualities in their groups. Good leaders use their own inner mentors to energize their team and organizations and lead a team to achieve success.


title: Leadership

text: Self-leadership is a process that occurs within an individual, rather than an external act. It is an expression of who we are as people. Self-leadership is having a developed sense of who you are, what you can achieve, what are your goals coupled with the ability to affect your emotions, behaviors and communication. At the center of leadership is the person who is motivated to make the difference. Self-leadership is a way toward more effectively leading other people.


title: Leadership

text: Mark van Vugt and Anjana Ahuja in "Naturally Selected: The Evolutionary Science of Leadership" (2011) present cases of leadership in non-human animals, from ants and bees to baboons and chimpanzees. They suggest that leadership has a long evolutionary history and that the same mechanisms underpinning leadership in humans appear in other social species, too. They also suggest that the evolutionary origins of leadership differ from those of dominance. In a study, Mark van Vugt and his team looked at the relation between basal testosterone and leadership versus dominance. They found that testosterone correlates with dominance but not with leadership. This was replicated in a sample of managers in which there was no relation between hierarchical position and testosterone level.


title: Leadership

text: Richard Wrangham and Dale Peterson, in "" (1996), present evidence that only humans and chimpanzees, among all the animals living on Earth, share a similar tendency for a cluster of behaviors: violence, territoriality, and competition for uniting behind the one chief male of the land. This position is contentious. Many animals apart from apes are territorial, compete, exhibit violence, and have a social structure controlled by a dominant male (lions, wolves, etc.), suggesting Wrangham and Peterson's evidence is not empirical. However, we must examine other species as well, including elephants (which are matriarchal and follow an alpha female), meerkats (which are likewise matriarchal), sheep (which "follow" in some sense castrated bellwethers), and many others.


title: Leadership

text: By comparison, bonobos, the second-closest species-relatives of humans, do "not" unite behind the chief male of the land. Bonobos show deference to an alpha or top-ranking female that, with the support of her coalition of other females, can prove as strong as the strongest male. Thus, if leadership amounts to getting the greatest number of followers, then among the bonobos, a female almost always exerts the strongest and most effective leadership. (Incidentally, not all scientists agree on the allegedly peaceful nature of the bonobo or with its reputation as a "hippie chimp".)


title: Leadership

text: Leadership, although largely talked about, has been described as one of the least understood concepts across all cultures and civilizations. Over the years, many researchers have stressed the prevalence of this misunderstanding, stating that the existence of several flawed assumptions, or myths, concerning leadership often interferes with individuals' conception of what leadership is all about (Gardner, 1965; Bennis, 1975).


title: Leadership

text: According to some, leadership is determined by distinctive dispositional characteristics present at birth (e.g., extraversion; intelligence; ingenuity). However, according to Forsyth (2009) there is evidence to show that leadership also develops through hard work and careful observation. Thus, effective leadership can result from nature (i.e., innate talents) as well as nurture (i.e., acquired skills).


title: Leadership

text: Although leadership is certainly a form of power, it is not demarcated by power "over" people – rather, it is a power "with" people that exists as a reciprocal relationship between a leader and his/her followers (Forsyth, 2009). Despite popular belief, the use of manipulation, coercion, and domination to influence others is not a requirement for leadership. In actuality, individuals who seek group consent and strive to act in the best interests of others can also become effective leaders (e.g., class president; court judge).


title: Leadership

text: The validity of the assertion that groups flourish when guided by effective leaders can be illustrated using several examples. For instance, according to Baumeister et al. (1988), the bystander effect (failure to respond or offer assistance) that tends to develop within groups faced with an emergency is significantly reduced in groups guided by a leader. Moreover, it has been documented that group performance, creativity, and efficiency all tend to climb in businesses with designated managers or CEOs. However, the difference leaders make is not always positive in nature. Leaders sometimes focus on fulfilling their own agendas at the expense of others, including his/her own followers (e.g., Pol Pot; Josef Stalin). Leaders who focus on personal gain by employing stringent and manipulative leadership styles often make a difference, but usually do so through negative means.


title: Leadership

text: In Western cultures it is generally assumed that group leaders make "all" the difference when it comes to group influence and overall goal-attainment. Although common, this romanticized view of leadership (i.e., the tendency to overestimate the degree of control leaders have over their groups and their groups' outcomes) ignores the existence of many other factors that influence group dynamics. For example, group cohesion, communication patterns among members, individual personality traits, group context, the nature or orientation of the work, as well as behavioral norms and established standards influence group functionality in varying capacities. For this reason, it is unwarranted to assume that all leaders are in complete control of their groups' achievements.


title: Leadership

text: Despite preconceived notions, not all groups need have a designated leader. Groups that are primarily composed of women, are limited in size, are free from stressful decision-making, or only exist for a short period of time (e.g., student work groups; pub quiz/trivia teams) often undergo a diffusion of responsibility, where leadership tasks and roles are shared amongst members (Schmid Mast, 2002; Berdahl & Anderson, 2007; Guastello, 2007).


title: Leadership

text: Although research has indicated that group members' dependence on group leaders can lead to reduced self-reliance and overall group strength, most people actually prefer to be led than to be without a leader (Berkowitz, 1953). This "need for a leader" becomes especially strong in troubled groups that are experiencing some sort of conflict. Group members tend to be more contented and productive when they have a leader to guide them. Although individuals filling leadership roles can be a direct source of resentment for followers, most people appreciate the contributions that leaders make to their groups and consequently welcome the guidance of a leader (Stewart & Manz, 1995).


title: Leadership

text: One approach to team leadership examines action-oriented environments, where effective functional leadership is required to achieve critical or reactive tasks by small teams deployed into the field. In other words, there is leadership of small groups often created to respond to a situation or critical incident.


title: Leadership

text: In most cases, these teams are tasked to operate in remote and changeable environments with limited support or backup (action environments). Leadership of people in these environments requires a different set of skills to that of front line management. These leaders must effectively operate remotely and negotiate the needs of the individual, team, and task within a changeable environment. This has been termed action oriented leadership. Some examples of demonstrations of action oriented leadership include extinguishing a rural fire, locating a missing person, leading a team on an outdoor expedition, or rescuing a person from a potentially hazardous environment.


title: Leadership

text: Other examples include modern technology deployments of small/medium-sized IT teams into client plant sites. Leadership of these teams requires hands on experience and a lead-by-example attitude to empower team members to make well thought out and concise decisions independent of executive management and/or home base decision makers. Early adoption of Scrum and Kanban branch development methodologies helped to alleviate the dependency that field teams had on trunk based development. This method of just-in-time action oriented development and deployment allowed remote plant sites to deploy up-to-date software patches frequently and without dependency on core team deployment schedules satisfying the clients need to rapidly patch production environment bugs as needed.


title: Leadership

text: Carlyle's 1840 "Great Man theory", which emphasized the role of leading individuals, met opposition (from Herbert Spencer, Leo Tolstoy, and others) in the 19th and 20th centuries.


title: Leadership

text: Karl Popper noted in 1945 that leaders can mislead and make mistakes - he warns against deferring to "great men".


title: Leadership

text: have subjected the concept of leadership to critical thinking and have provided an analysis that asserts that people abrogate their responsibility to think and will actions for themselves. While the conventional view of leadership may satisfy people who "want to be told what to do", these critics say that one should question subjection to a will or intellect other than one's own if the leader is not a subject-matter expert (SME).


title: Leadership

text: Concepts such as autogestion, employeeship, and common civic virtue, etc., challenge the fundamentally anti-democratic nature of the leadership principle by stressing individual responsibility and/or group authority in the workplace and elsewhere and by focusing on the skills and attitudes that a person needs in general rather than separating out "leadership" as the basis of a special class of individuals.


title: Danielle Brooks

text: Danielle Brittany Brooks (born September 17, 1989) is an American actress and singer. She is best known for her roles as Tasha "Taystee" Jefferson on the comedy-drama series "Orange Is the New Black" (2013–2019) and Leota Adebayo on the superhero series "Peacemaker" (2022–present). She received a Tony Award nomination for her portrayal of Sofia in the 2015 Broadway production of "The Color Purple", and won the Grammy Award for Best Musical Theater Album for the film's accompanying album.


title: Danielle Brooks

text: In 2021, Brooks received a Primetime Emmy Award nomination for Outstanding Television Movie as an executive producer on "Robin Roberts Presents: Mahalia".


title: Danielle Brooks

text: Brooks was born in Augusta, Georgia, and grew up in South Carolina, in a Christian family; her father was a deacon, and her mother, a minister. She began acting at the age of six in a nativity play put on by her church. For her final two years of high school, she attended South Carolina Governor's School for the Arts & Humanities, a selective arts high school. She studied drama at the Juilliard School and graduated in 2011.


title: Danielle Brooks

text: After graduating from Juilliard, Brooks won roles in two theater productions: the Shakespeare Theatre Company's "Servant of Two Masters", and "Blacken the Bubble". She left both productions in 2013 to join the cast of the Netflix-produced television series "Orange Is the New Black", a show about a women's prison, based on Piper Kerman's . Brooks played as Tasha "Taystee" Jefferson. Her character originally was intended to be featured in the show for only two episodes, but was written into the rest of the first season and subsequent seasons. Taystee's onscreen best friend Poussey is played by Samira Wiley, with whom Brooks has been friends since they met while studying together at Juilliard. Brooks' performance on the show has been favorably reviewed by TV critics, with one writer calling her "the breakout actress of the show and one of the most refreshing and exciting new talents of 2013." Brooks was upgraded from a recurring cast member to a series regular for the show's second season. She competed against co-star Uzo Aduba in an episode of Spike's "Lip Sync Battle" that aired on June 28, 2017. Brooks won with performances of Ciara's "1, 2 Step" and Bon Jovi's "Livin' on a Prayer".


title: Danielle Brooks

text: In September 2013, Brooks was cast in a third season episode of the HBO series "Girls", becoming the first African-American actress on the show.


title: Danielle Brooks

text: Brooks made her Broadway debut in the 2015 revival of "The Color Purple" as Sofia. The musical opened on December 10, 2015, at the Bernard B. Jacobs. Brooks received good notices for her performance, and received a nomination for the Tony Award for Best Featured Actress in a Musical. In June 2019, she played Beatrice in The Public Theater's production of "Much Ado About Nothing," receiving a Drama League Award nomination for her performance.


title: Danielle Brooks

text: In 2022, Brooks co-starred in James Gunn's "Peacemaker" television series alongside actor John Cena, playing the role of Leota Adebayo. The series is spin-off of Gunn's 2021 film "The Suicide Squad", and is the first television series to be included in the DCEU. In an 2022 interview, Brooks revealed that Gunn was a big fan of the Netflix hit show "Orange is the New Black", and wrote the part of Adebayo with her in mind.


title: Danielle Brooks

text: It has also been announced that Brooks would star in a Broadway revival of August Wilson's "The Piano Lesson" starting on September 19, 2022 alongside Samuel L. Jackson and John David Washington and directed by LaTanya Richardson Jackson. It is also planned that this cast will then star in a film adaptation of the play, with a director still to be named. She will also appear in "The Color Purple", a feature adaptation of the musical of the same name, directed by Blitz Bazawule.


title: Danielle Brooks

text: On July 2, 2019, Brooks announced that she was pregnant with her first child. In November, she gave birth to a girl.


title: Arctic Ocean

text: The Arctic Ocean is the smallest and shallowest of the world's five major oceans. It spans an area of approximately and is known as the coldest of all the oceans. The International Hydrographic Organization (IHO) recognizes it as an ocean, although some oceanographers call it the Arctic Mediterranean Sea. It has been described approximately as an estuary of the Atlantic Ocean. It is also seen as the northernmost part of the all-encompassing World Ocean.


title: Arctic Ocean

text: The Arctic Ocean includes the North Pole region in the middle of the Northern Hemisphere and extends south to about 60°N. The Arctic Ocean is surrounded by Eurasia and North America, and the borders follow topographic features: the Bering Strait on the Pacific side and the Greenland Scotland Ridge on the Atlantic side. It is mostly covered by sea ice throughout the year and almost completely in winter. The Arctic Ocean's surface temperature and salinity vary seasonally as the ice cover melts and freezes; its salinity is the lowest on average of the five major oceans, due to low evaporation, heavy fresh water inflow from rivers and streams, and limited connection and outflow to surrounding oceanic waters with higher salinities. The summer shrinking of the ice has been quoted at 50%. The US National Snow and Ice Data Center (NSIDC) uses satellite data to provide a daily record of Arctic sea ice cover and the rate of melting compared to an average period and specific past years, showing a continuous decline in sea ice extent. In September 2012, the Arctic ice extent reached a new record minimum. Compared to the average extent (1979–2000), the sea ice had diminished by 49%.


title: Arctic Ocean

text: Human habitation in the North American polar region goes back at least 17,000–50,000 years, during the Wisconsin glaciation. At this time, falling sea levels allowed people to move across the Bering land bridge that joined Siberia to northwestern North America (Alaska), leading to the Settlement of the Americas.


title: Arctic Ocean

text: Early Paleo-Eskimo groups included the Pre-Dorset (); the Saqqaq culture of Greenland (2500–800 BC); the Independence I and Independence II cultures of northeastern Canada and Greenland ( and ); and the Groswater of Labrador and Nunavik. The Dorset culture spread across Arctic North America between 500 BC and AD 1500. The Dorset were the last major Paleo-Eskimo culture in the Arctic before the migration east from present-day Alaska of the Thule, the ancestors of the modern Inuit.


title: Arctic Ocean

text: The Thule Tradition lasted from about 200 BC to AD 1600, arising around the Bering Strait and later encompassing almost the entire Arctic region of North America. The Thule people were the ancestors of the Inuit, who now live in Alaska, Northwest Territories, Nunavut, northern Quebec, Labrador and Greenland.


title: Arctic Ocean

text: For much of European history, the north polar regions remained largely unexplored and their geography conjectural. Pytheas of Massilia recorded an account of a journey northward in 325 BC, to a land he called "Eschate Thule", where the Sun only set for three hours each day and the water was replaced by a congealed substance "on which one can neither walk nor sail". He was probably describing loose sea ice known today as "growlers" or "bergy bits"; his "Thule" was probably Norway, though the Faroe Islands or Shetland have also been suggested.


title: Arctic Ocean

text: Early cartographers were unsure whether to draw the region around the North Pole as land (as in Johannes Ruysch's map of 1507, or Gerardus Mercator's map of 1595) or water (as with Martin Waldseemüller's world map of 1507). The fervent desire of European merchants for a northern passage, the Northern Sea Route or the Northwest Passage, to "Cathay" (China) caused water to win out, and by 1723 mapmakers such as Johann Homann featured an extensive "Oceanus Septentrionalis" at the northern edge of their charts.


title: Arctic Ocean

text: The few expeditions to penetrate much beyond the Arctic Circle in that era added only small islands, such as Novaya Zemlya (11th century) and Spitzbergen (1596), though, since these were often surrounded by pack-ice, their northern limits were not so clear. The makers of navigational charts, more conservative than some of the more fanciful cartographers, tended to leave the region blank, with only fragments of known coastline sketched in.


title: Arctic Ocean

text: This lack of knowledge of what lay north of the shifting barrier of ice gave rise to a number of conjectures. In England and other European nations, the myth of an "Open Polar Sea" was persistent. John Barrow, longtime Second Secretary of the British Admiralty, promoted exploration of the region from 1818 to 1845 in search of this.


title: Arctic Ocean

text: In the United States in the 1850s and 1860s, the explorers Elisha Kane and Isaac Israel Hayes both claimed to have seen part of this elusive body of water. Even quite late in the century, the eminent authority Matthew Fontaine Maury included a description of the Open Polar Sea in his textbook "The Physical Geography of the Sea" (1883). Nevertheless, as all the explorers who travelled closer and closer to the pole reported, the polar ice cap is quite thick and persists year-round.


title: Arctic Ocean

text: The first surface crossing of the ocean was led by Wally Herbert in 1969, in a dog sled expedition from Alaska to Svalbard, with air support. The first nautical transit of the north pole was made in 1958 by the submarine USS "Nautilus", and the first surface nautical transit occurred in 1977 by the icebreaker NS "Arktika".


title: Arctic Ocean

text: Since 1937, Soviet and Russian manned drifting ice stations have extensively monitored the Arctic Ocean. Scientific settlements were established on the drift ice and carried thousands of kilometres by ice floes.


title: Arctic Ocean

text: In World War II, the European region of the Arctic Ocean was heavily contested: the Allied commitment to resupply the Soviet Union via its northern ports was opposed by German naval and air forces.


title: Arctic Ocean

text: The Arctic Ocean occupies a roughly circular basin and covers an area of about , almost the size of Antarctica. The coastline is long. It is the only ocean smaller than Russia, which has a land area of .


title: Arctic Ocean

text: The Arctic Ocean is surrounded by the land masses of Eurasia (Russia and Norway), North America (Canada and the U.S. state of Alaska), Greenland, and Iceland.


title: Arctic Ocean

text: Note: Some parts of the areas listed in the table are located in the Atlantic Ocean. Other consists of Gulfs, Straits, Channels and other parts without specific names and excludes Exclusive Economic Zones.


title: Arctic Ocean

text: The Arctic Ocean is connected to the Pacific Ocean by the Bering Strait and to the Atlantic Ocean through the Greenland Sea and Labrador Sea. (The Iceland Sea is sometimes considered part of the Greenland Sea, and sometimes separate.)


title: Arctic Ocean

text: Different authorities put various marginal seas in either the Arctic Ocean or the Atlantic Ocean, including: Hudson Bay,


title: Arctic Ocean

text: The ocean's Arctic shelf comprises a number of continental shelves, including the Canadian Arctic shelf, underlying the Canadian Arctic Archipelago, and the Russian continental shelf, which is sometimes called the "Arctic Shelf" because it is larger. The Russian continental shelf consists of three separate, smaller shelves: the Barents Shelf, Chukchi Sea Shelf and Siberian Shelf. Of these three, the Siberian Shelf is the largest such shelf in the world; it holds large oil and gas reserves. The Chukchi shelf forms the border between Russian and the United States as stated in the USSR–USA Maritime Boundary Agreement. The whole area is subject to international territorial claims.


title: Arctic Ocean

text: An underwater ridge, the Lomonosov Ridge, divides the deep sea North Polar Basin into two oceanic basins: the Eurasian Basin, which is deep, and the Amerasian Basin (sometimes called the North American or Hyperborean Basin), which is about deep. The bathymetry of the ocean bottom is marked by fault block ridges, abyssal plains, ocean deeps, and basins. The average depth of the Arctic Ocean is . The deepest point is Molloy Hole in the Fram Strait, at about .


title: Arctic Ocean

text: The two major basins are further subdivided by ridges into the Canada Basin (between Beaufort Shelf of North America and the Alpha Ridge), Makarov Basin (between the Alpha and Lomonosov Ridges), Amundsen Basin (between Lomonosov and Gakkel ridges), and Nansen Basin (between the Gakkel Ridge and the continental shelf that includes the Franz Josef Land).


title: Arctic Ocean

text: The crystalline basement rocks of mountains around the Arctic Ocean were recrystallized or formed during the Ellesmerian orogeny, the regional phase of the larger Caledonian orogeny in the Paleozoic Era. Regional subsidence in the Jurassic and Triassic periods led to significant sediment deposition, creating many of the reservoirs for current day oil and gas deposits. During the Cretaceous period, the Canadian Basin opened, and tectonic activity due to the assembly of Alaska caused hydrocarbons to migrate toward what is now Prudhoe Bay. At the same time, sediments shed off the rising Canadian Rockies built out the large Mackenzie Delta.


title: Arctic Ocean

text: The rifting apart of the supercontinent Pangea, beginning in the Triassic period, opened the early Atlantic Ocean. Rifting then extended northward, opening the Arctic Ocean as mafic oceanic crust material erupted out of a branch of Mid-Atlantic Ridge. The Amerasia Basin may have opened first, with the Chukchi Borderland moved along to the northeast by transform faults. Additional spreading helped to create the "triple-junction" of the Alpha-Mendeleev Ridge in the Late Cretaceous epoch.


title: Arctic Ocean

text: Throughout the Cenozoic Era, the subduction of the Pacific plate, the collision of India with Eurasia, and the continued opening of the North Atlantic created new hydrocarbon traps. The seafloor began spreading from the Gakkel Ridge in the Paleocene Epoch and the Eocene Epoch, causing the Lomonosov Ridge to move farther from land and subside.


title: Arctic Ocean

text: Because of sea ice and remote conditions, the geology of the Arctic Ocean is still poorly explored. The Arctic Coring Expedition drilling shed some light on the Lomonosov Ridge, which appears to be continental crust separated from the Barents-Kara Shelf in the Paleocene and then starved of sediment. It may contain up to 10 billion barrels of oil. The Gakkel Ridge rift is also poorly understand and may extend into the Laptev Sea.


title: Arctic Ocean

text: In large parts of the Arctic Ocean, the top layer (about ) is of lower salinity and lower temperature than the rest. It remains relatively stable because the salinity effect on density is bigger than the temperature effect. It is fed by the freshwater input of the big Siberian and Canadian rivers (Ob, Yenisei, Lena, Mackenzie), the water of which quasi floats on the saltier, denser, deeper ocean water. Between this lower salinity layer and the bulk of the ocean lies the so-called halocline, in which both salinity and temperature rise with increasing depth.


title: Arctic Ocean

text: Because of its relative isolation from other oceans, the Arctic Ocean has a uniquely complex system of water flow. It resembles some hydrological features of the Mediterranean Sea, referring to its deep waters having only limited communication through the Fram Strait with the Atlantic Basin, "where the circulation is dominated by thermohaline forcing". The Arctic Ocean has a total volume of 18.07 × 10 km, equal to about 1.3% of the World Ocean. Mean surface circulation is predominantly cyclonic on the Eurasian side and anticyclonic in the Canadian Basin.


title: Arctic Ocean

text: Water enters from both the Pacific and Atlantic Oceans and can be divided into three unique water masses. The deepest water mass is called Arctic Bottom Water and begins around depth. It is composed of the densest water in the World Ocean and has two main sources: Arctic shelf water and Greenland Sea Deep Water. Water in the shelf region that begins as inflow from the Pacific passes through the narrow Bering Strait at an average rate of 0.8 Sverdrups and reaches the Chukchi Sea. During the winter, cold Alaskan winds blow over the Chukchi Sea, freezing the surface water and pushing this newly formed ice out to the Pacific. The speed of the ice drift is roughly 1–4 cm/s. This process leaves dense, salty waters in the sea that sink over the continental shelf into the western Arctic Ocean and create a halocline.


title: Arctic Ocean

text: This water is met by Greenland Sea Deep Water, which forms during the passage of winter storms. As temperatures cool dramatically in the winter, ice forms, and intense vertical convection allows the water to become dense enough to sink below the warm saline water below. Arctic Bottom Water is critically important because of its outflow, which contributes to the formation of Atlantic Deep Water. The overturning of this water plays a key role in global circulation and the moderation of climate.


title: Arctic Ocean

text: In the depth range of is a water mass referred to as Atlantic Water. Inflow from the North Atlantic Current enters through the Fram Strait, cooling and sinking to form the deepest layer of the halocline, where it circles the Arctic Basin counter-clockwise. This is the highest volumetric inflow to the Arctic Ocean, equalling about 10 times that of the Pacific inflow, and it creates the Arctic Ocean Boundary Current. It flows slowly, at about 0.02 m/s. Atlantic Water has the same salinity as Arctic Bottom Water but is much warmer (up to ). In fact, this water mass is actually warmer than the surface water and remains submerged only due to the role of salinity in density. When water reaches the basin, it is pushed by strong winds into a large circular current called the Beaufort Gyre. Water in the Beaufort Gyre is far less saline than that of the Chukchi Sea due to inflow from large Canadian and Siberian rivers.


title: Arctic Ocean

text: The final defined water mass in the Arctic Ocean is called Arctic Surface Water and is found in the depth range of . The most important feature of this water mass is a section referred to as the sub-surface layer. It is a product of Atlantic water that enters through canyons and is subjected to intense mixing on the Siberian Shelf. As it is entrained, it cools and acts a heat shield for the surface layer on account of weak mixing between layers.


title: Arctic Ocean

text: However, over the past couple of decades a combination of the warming and the shoaling of Atlantic water are leading to the increasing influence of Atlantic water heat in melting sea ice in the eastern Arctic. The most recent estimates, for 2016–2018, indicate the oceanic heat flux to the surface has now overtaken the atmospheric flux in the eastern Eurasian Basin. Over the same period the weakening halocline stratification has coincided with increasing upper ocean currents thought to be associated with declining sea ice, indicate increasing mixing in this region. In contrast direct measurements of mixing in the western Arctic indicate the Atlantic water heat remains isolated at intermediate depths even under the 'perfect storm' conditions of the Great Arctic Cyclone of 2012.


title: Arctic Ocean

text: Waters originating in the Pacific and Atlantic both exit through the Fram Strait between Greenland and Svalbard Island, which is about deep and wide. This outflow is about 9 Sv. The width of the Fram Strait is what allows for both inflow and outflow on the Atlantic side of the Arctic Ocean. Because of this, it is influenced by the Coriolis force, which concentrates outflow to the East Greenland Current on the western side and inflow to the Norwegian Current on the eastern side. Pacific water also exits along the west coast of Greenland and the Hudson Strait (1–2 Sv), providing nutrients to the Canadian Archipelago.