WHAT IS LEADERSHIPLeadership is about relating and using influence in various forms of communication applied in a process that allows individuals and groups to work together to achieve collaborative goals (Ziegler & Degrosky, 2008) . If influence is the driver of leadership, then power is the driver. Having influence and power alone is not enough to create leadership, just as having a driver and a vehicle does not automatically create transportation. There are other components needed to move the car from one place to another. Power and influence used ethically and efficiently gain voluntary compliance and commitment. Contemporary leadership theories based on the efficient redesign of previous theories help to better understand the leadership process. Modern cars run much more efficiently than horse-drawn carriages or Model T Fords. Like fuel for your engine, shared power and relationship-based influence are inseparable from leadership. The type of vehicle depends greatly on the number of passengers or collaborators (also called followers), the surface traveled (environment) and the destination (destination). This means that the influence of leaders, the cooperation of followers, and the overall purpose come together to create an environment where leadership gets results. The combination of two or more things to form or create something else is the essence of integration. It means to make something part of a larger thing or to form, coordinate, or merge into a unified whole (Merriam-Webster Incorporated, 2014). This fusion and synthesis of the mixed parts creates something different from each of the isolated parts. Leadership has many components and is complex. As a result, there are many respective leadership… half of the paper… Academy of Management Executive, 18(1), 47-57. Sanders, J., Hopkins, W., & Geroy, G (01 January 2003). From transactional to transcendental: Toward an integrated theory of leadership. Journal of Leadership & Organizational Studies, 9, 4, 21-31.Sturm, R., Vera, D. (2011). Toward an expanded model of transcendent leadership: Substitutes and the societal level. Academy of Management Annual Meeting Proceedings, 8, 1, 1-6. Trevino, L. K., Hartman, L. P., Brown, M. (2000). Moral person and moral manager: How managers develop a reputation for ethical leadership. California Management Review, 42, 4, 128-142.Wofford, J. C. (1982). An integrative theory of leadership. Journal of Management, 8(1), 27-47. Ziegler, J. A., & DeGrosky, M. T. (2008). Managing the meaning of leadership: Leadership as “communication of intent” in fighting wildland fires. Direction, 4(3), 271-297.