Yukl observed that “another way of looking at leadership is in terms of a process of influence that occurs naturally in a social system and is widespread among members” (2006, p. 4). His observation influences the belief that “leadership as a social process rather than a specialized role” (2006, p. 4). Many scholars and practitioners have also indicated that leadership has implications with social activities such as culture, education, economics, politics, society, and the environment (Bass, 1997; Couto, 1995; Gardner, 1995; Kanter, 1991; Marques, 2010; Ogawa & Bossert, 1995). Yukl's leadership perspective can refer to a framework in which individuals use their knowledge, including values, beliefs, assumptions and norms, skills and competences as input through the process (guidance) regarding situations that produce outputs: people (individual capabilities or group) and results - edit. To improve leadership effectiveness you can optimally improve through these functions such as leading strategic change, understanding human activities, exercising decision making and supporting transformational leadership. Leadership studies have evolved a century ago from the trait approach to the behavioral approach, and then contingency approach to find and improve leadership effectiveness (Chemers, 1995; McLaurin & Al Amri, 2008). Early studies of leadership effectiveness focused on the personality of leaders differed from those of average or above-average people, a trait-based approach that researchers found did not significantly support leadership effectiveness (Chemers, 1995). Studies and research on leadership have been extended to the study and research on personal behaviors such as leadership styles as Lewin and his associates proposed three leadership...... half of the paper...... 8.Mclaurin, J. R. & Al Amri, M. B. (2008). Develop an understanding of charismatic and transformational leadership. International Conference of Allied Academies, Proceedings of the Academy of Organizational Culture, Communication and Conflict (AOCCC), 13(2), 15-19. Miller, R. L., Butler, J., & Consentino, C. (2004). Companionship effectiveness: An extension of Fiedler's contingency model. Journal of Leadership and Organization Development, 25(3/4), 362-368. doi: 10.1108/01437730410538680 Navahandi, A. (2006). The art and science of leadership (4th ed.). Upper Saddle River, NJ: Pearson Education, Inc. Ogawa, R. T., & Bossert, S. T. (1995). Leadership as an organizational quality. Educational Administration Quarterly, 31(2), 224-243. doi: 10.1177/0013161X95031002004Yukl, G. (2006). Leadership in organizations (6th ed.). Upper Saddle River, NJ: Pearson Education, Inc.