Leadership is a bit like the saying “if a tree falls in the woods and no one can hear it, does it make a noise?” 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 power for a leader lies in the relationships a leader has with their followers and the ability to convince them to do something. Sometimes these things can be negative or positive, towards a business goal or self-promotional towards which the leader encourages followers with their behavior. Leaders influence others differently based on the type of leadership theory studied. Nielsen and Munir (2009) focus on transformational leaders and how they influence followers through building consensus in 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) discuss that legitimate power is power based on a follower's perception that the leader has the legitimate right to prescribe the follower's behavior. Furthermore, legitimate power has a value or standard accepted by the follower that allows the leader to assert power (Raven and French, 1958). Legitimate power can come from a number of sources such as an individual's age, current job position, or even the leader's role within the social structure (Raven and French, 1958). It is important to care about different forms of power… half of the article… Nielsen, K., & Munir, F. (2009). How do transformational leaders influence followers' affective well-being? Exploring the mediating role of self-efficacy. Work and Stress, 23(4), 313-329.Raven, B.H. (2008). The foundations of power and the power/interaction model of interpersonal influence. Analysis of Social Issues and Public Policy, 8(1), 1-22. Raven, B. H., & French, J. P. (1958). Legitimate power, coercive power, and observability in social influence. Sociometry, 21(2), 83-97. Steers, R. M., Sanchez-Runde, C. J., & Nardon, L. L. (2012). Managerial culture, cognition and 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. doi:10.1080/13602381.2011.640537