Leadership is a bit like the adage: “if a tree falls in the woods and no one can hear it, does it make a sound?” My question is, “without followers, does a leader lead?” » My first artifact, LEAD 510 Leadership and Managers Essay, illustrates my knowledge in understanding that there are distinct characteristics of an effective leader. The source of a leader's power lies in the relationships he has with his followers and his ability to get them to do something. Sometimes these things can be negative or positive, towards a company goal, or self-promotion towards which the leader encourages his followers in their behavior. Leaders influence others differently depending on the type of leadership theory studied. Nielsen and Munir (2009) focus on transformational leaders and how they influence their followers by creating buy-in to a visionary system. This particular system creates influence by encouraging employees to make independent decisions (Nielsen & Munir, 2009). Leaders can also influence based on different types of power which can be legitimate, coercive, rewarding and expert (Raven, 2008). Raven and French (1958) explain that legitimate power is power based on a follower's perception that the leader has the legitimate right to prescribe behavior to the follower. In addition, legitimate power has a value or norm accepted by the follower which allows the leader to assert his power (Raven and French, 1958). Legitimate power can come from a number of sources such as an individual's age, current position, or even the leader's role within the social structure (Raven and French, 1958). It is important to be concerned with different forms of power...... middle of paper ......Nielsen, K., & Munir, F. (2009). How do transformational leaders influence the emotional well-being of their followers? Exploring the mediating role of self-efficacy. Work & Stress, 23(4), 313-329.Raven, B.H. (2008). The bases of power and the power/interaction model of interpersonal influence. Analyzes of Social Issues and Public Policies, 8(1), 1-22. Raven, B.H. and French, J.P. (1958). Legitimate power, coercive power, and observability in social influence. Sociometry, 21(2), 83-97. Steers, RM, Sanchez-Runde, CJ, & Nardon, LL (2012). Culture, cognition and managerial leadership. Slavet, G. (2006). The power of peer role modeling. The American Music Teacher, 56(3), 60-61. Retrieved from http://search.proquest.com/docview/217485996?accountid=35812 Asia Pacific Business Review, 18(3), 425-439. do I:10.1080/13602381.2011.640537