There are two kinds of leadership by definition. There is “ascribed“ leadership. There is also “acquired“ leadership.

Ascribed leadership is that authority that attaches to the position someone is filling. It is the authority vested in the position by the organisation owning the position. It leaves out expectations and suggests what the occupant of the position needs to do and how that person should be recognised.

Ascribed leadership is the authority vested in the position by the organisation owning the position. It leaves out expectations and suggests what the occupant of the position needs to do and how that person should be recognised.

Acquired leadership is personal; it is earned by the person in the position being conferred by peers and subordinates. It adds value to the person in the position because it is based on the respect and regard held for the occupant (of the position) by associates and those with whom he or she works. It is the better leadership model because it attaches to the leader and comes from the hearts of those with whom the leader is working.