The terms "leader" and "leadership" are used often but understood poorly, and there is little consensus on their proper meaning, while many, if not most, expect leadership to be important in relation to group and organizational performance. Three general arguments are discussed. The first calls for a change in research strategy, turning attention from leaders, as persons, to leadership, as process. Also, it is argued that the skills of leadership are the skills of organizing. Furthermore, it is argued that there is need for more attention to organizing. These arguments are developed through independent and sequential examination of the literature on organization, leadership, and social skill. The arguments then are applied through articulation of a general model of social skill. To the extent that organizing processes mirror high levels of skills described, the values and interest of the social order will be likely to be protected and promoted.
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